ISBN : 9782923710310
Year of publication : 2012
Nombre de pages : 232
Langue : #!trpst#trp-gettext data-trpgettextoriginal=5211#!trpAnglais#French#!trpst#/trp-gettext#!trpAnglais#
Like all organizations, cultural and artistic organizations (CAOs) must make strategic decisions to address the challenges facing their sector. Mastering strategic thinking frameworks is therefore essential for CAO managers so they can make the most informed decisions possible. Thinking strategically does not mean that managers must rely solely on rationality to the point of ignoring their intuition. In fact, these managers—who are often artists themselves—are more inclined to follow their intuition than to adhere to theoretical models that offer only a partial view of reality. The aim of this book is to encourage OCA managers to reflect on the practice of strategic thinking. Just as an artist must master the techniques of their art in order to interpret it in a way that moves their audience, so too must the OCA manager master the techniques of strategic thinking so that he or she feels comfortable with their decisions while maintaining a high level of confidence in them. This rationality then combines with their intuition to form a single way of thinking. This can be acquired or strengthened, in particular, through repeated practice in applying the strategic tools presented in this book. Understanding one’s organization within its competitive environment, in relation to stakeholder expectations, knowing how to assess the organization’s resources and capabilities, and implementing the most appropriate governance structure are essential steps in a strategic approach that enables management to better anticipate the future. Strategic decisions will then be better equipped to ensure the OCA’s long-term sustainability.
The authors sought to facilitate reflection on the strategic assessment of a cultural and artistic organization, particularly by promoting an understanding of both internal and external contexts. Governance and stakeholder issues are specifically addressed. This book will help practitioners to:
Serge Poisson-de Haro has been Professor of Strategy at HEC Montréal since 2006. He holds a PhD in Management from IESE (Spain). His research and teaching interests focus on the fields of strategy, particularly in the arts and culture, and pedagogy. Passionate about the case method, he has written numerous pedagogical cases on cultural institutions.
Sylvain Menot, an engineer by training, obtained his MBA from HEC Montréal in September 2008, graduating with honors. One of his main interests is the strategic management of organizations. He has co-authored two case studies on strategic issues facing arts organizations, published in the Revue internationale de cas en gestion. He has several years' experience as a Project Manager, currently working for the world leader in Contract Research Organizations for the pharmaceutical industry.
