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- February 2017
- Teaching Note
The Tate's Digital Transformation
By: Jill Avery
John Stack was the visionary Head of Digital Transformation at the Tate, a collection of four major art galleries in the UK, including Tate Modern, the most visited gallery devoted to modern and contemporary art in the world. Stack was the architect of the Tate’s... View Details
Keywords: Digital; Ecommerce; Experience; Customer Experience; Customer Relationship Management; Channel Management; Museums; Arts Marketing; Nonprofit; Marketing; Marketing Channels; Marketing Strategy; Customer Focus and Relationships; Digital Marketing; Digital Strategy; Social Media; E-commerce; Fine Arts Industry; Fine Arts Industry; England; United Kingdom; Europe
- Article
Wisdom or Madness? Comparing Crowds with Expert Evaluation in Funding the Arts
By: Ethan Mollick and Ramana Nanda
In fields as diverse as technology entrepreneurship and the arts, crowds of interested stakeholders are increasingly responsible for deciding which innovations to fund, a privilege that was previously reserved for a few experts, such as venture capitalists and... View Details
- July 2015 (Revised April 2016)
- Case
Lomography: Analog in a Digital World
By: John T. Gourville, Karol Misztal and Emer Moloney
In spite of the world's move to digital photography, in 2013 Lomography continues to design and offer analog (film) cameras to a loyal following of artistic photographers. Now it must decide whether to stick to its traditional offerings, to expand into artistic lenses... View Details
- 2013
- Book
Blockbusters: Hit-making, Risk-taking, and the Big Business of Entertainment
By: Anita Elberse
What's behind the phenomenal success of entertainment businesses such as Warner Bros., Marvel Enterprises, and the NFL—along with such stars as Jay-Z, Lady Gaga, and LeBron James? Which strategies give leaders in film, television, music, publishing, and sports an edge... View Details
Keywords: Entertainment; Business; Strategy; Media; Digital Technology; Blockbuster; Superstar; Film; Television; Music; Publishing; Performing Arts; Nightlife; Risk and Uncertainty; Information Technology; Marketing Strategy; Music Entertainment; Success; Sports; Business Strategy; Film Entertainment; Television Entertainment; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry
- September 2013 (Revised August 2015)
- Background Note
Leadership and Teaming
By: Ethan Bernstein
Small differences in the leadership of teams can have large consequences for the success of their efforts. Many initiatives fail not because of a fatal error in judgment or insufficient ideas, knowledge, motivation, or capabilities to deliver a solution. They fail... View Details
Keywords: Teams; Teaming; Leadership And Managing People; Leadership; Team Effectiveness; Team Performance; Team Design; Team Leadership; Teamwork; Team Process; Team Function; Team Launch; 60/30/10 Rule; Team Boundary; Distribution Of Leadership Authority; Self-Managed Teams; Virtual Teams; Unbounded Teams; Acts Of Leadership; Execution Teams; Decision Making Teams; Creativity Teams; Team Size; Task Design; Team Timeline; Team Roles; Team Representation; Diversity; Team Familiarity; Collective Intelligence; Team Stages Of Development; Team Coaching; Performance Pressure; X-Teams; Team Focus; Interaction; Management Teams; Managerial Roles; Management Systems; Management Style; Management Skills; Management Practices and Processes; Organizational Design; Organizational Structure; Performance Effectiveness; Performance Efficiency; Performance Productivity; Groups and Teams; Networks; Social Psychology; Behavior; Conflict and Resolution; Creativity; Social and Collaborative Networks; Satisfaction; Prejudice and Bias; Power and Influence; Personal Characteristics; Familiarity; Cognition and Thinking; Attitudes; Projects; Organizational Culture; Organizational Change and Adaptation; Leadership Development; Leadership Style; Leading Change; Knowledge Use and Leverage; Knowledge Sharing; Collaborative Innovation and Invention; Innovation and Management; Innovation Leadership; Design; Interpersonal Communication; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Fine Arts Industry; Asia; North and Central America; South America; Atlantic Ocean; Central Asia; Europe; Latin America; Middle East; Oceania; West Indies
- August 2012 (Revised November 2012)
- Case
Colorscope, Inc. (Abridged)
By: V.G. Narayanan
A small company in the graphic design business faces severe price competition. The company must respond by cutting costs and making process improvements. View Details
- July 2009 (Revised March 2010)
- Case
Sotheby's & Christie's Inc.
By: Ramon Casadesus-Masanell and Catherine Jane Wise
The fine art auction business has remained a duopoly over its 250 year history. The industry is dominated by Sotheby's and Christie's Inc. Curiously, neither competitor has been able to overtake the other by a notable margin despite the clear network effects of this... View Details
- December 2008 (Revised March 2009)
- Supplement
The Metropolitan Opera (B)
By: Anita Elberse and Crissy Perez
In April 2007, the New York City Metropolitan Opera's general manager Peter Gelb looks back on the first season of a daring experiment to broadcast performances live in high-definition to movie theaters across North America. While the "Live in HD" program has received... View Details
- January 2008
- Article
Learning the Fine Art of Collaboration
By: Alan MacCormack and Theodore Forbath
Innovations are increasingly brought to the market by networks of firms, selected for their unique capabilities and operating in a coordinated manner. This collaborative model demands that firms develop different skills, yet despite this need, there is little guidance... View Details
Keywords: Digital Platforms
- May 2006 (Revised September 2006)
- Teaching Note
Museum of Fine Arts Boston (TN)
By: V. Kasturi Rangan and Marie Bell
Keywords: Fine Arts Industry
- February 2006 (Revised August 2006)
- Case
Christo and Jeanne-Claude: The Art of the Entrepreneur
By: G. Felda Hardymon, Josh Lerner and Ann Leamon
Christo and Jeanne-Claude, the artists who created The Gates in New York City in 2005, are trying to decide how best to finance their next project. Over the River, a project to drape sections of the Arkansas River with translucent fabric is a very different enterprise... View Details
- October 2005 (Revised September 2006)
- Case
Museum of Fine Arts Boston
By: V. Kasturi Rangan and Marie Bell
One of Boston's main cultural attractions, the Museum of Fine Arts (MFA), has experienced a steady decline of its core audience over the last decade. The museum's executive director attempted to bridge the shortfall by staging new, innovative, special exhibitions,... View Details
- September 2004 (Revised February 2006)
- Case
Fernwood Art Investments: Leading in an Imperfect Marketplace
By: Boris Groysberg, Joel Podolny and Timothy Keller
As Bruce Taub, founder of Fernwood, strolled past some of New York City's finest galleries, he pondered the unique challenges that Fernwood faced. Where others had seen the inefficiency of imperfect markets, Taub saw an opportunity to revolutionize the very nature of... View Details
- June 2004 (Revised June 2004)
- Case
Utah Symphony and Utah Opera: A Merger Proposal
By: Thomas J. DeLong and David L. Ager
Anne Ewers, general director of Utah Opera, is awaiting the decision of the members of the board of the Utah Symphony and Utah Opera about whether to merge Utah's top two arts organizations. If the vote favors the merger, Ewers will be asked to assume the helm of the... View Details
- March 2002 (Revised October 2002)
- Case
The Museum of Fine Arts, Boston/Fleet Financial Group Sponsorship of Monet in the 20th Century
By: Stephen A. Greyser and David Crockett
The Museum of Fine Arts in Boston and Fleet Financial Group's sponsored the Monet in the 20th Century exhibition, the world's largest, in 1998. The case chronicles the solicitation of a large corporate sponsor, as well as the growth and development of their... View Details
- June 2001 (Revised July 2001)
- Case
Boston Lyric Opera
By: Robert S. Kaplan and Dennis Campbell
The Boston Lyric Opera was the fastest growing opera company in North America during the 1990s. Having successfully completed a move to a larger facility in 1999, the board and general director recognize the need to develop a formal strategic planning and governance... View Details
- December 1996 (Revised February 1998)
- Case
Colorscope, Inc.
By: V.G. Narayanan and Joseph Cha
A small company in the graphic arts business faces severe price competition. The company must respond by cutting costs and making process improvements. View Details
- December 1994
- Case