vma vlerick beyondership
TRANSCRIPT
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PREPARING FOR BLACK SWAN EVENTS IN THE CULTURAL PROFIT
KURT MELENS
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SETTING THE STAGE
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THE NARRATIVE FALLACY (AKA THE INVISIBLE GORILLA AKA COGNITIVE INERTIA)
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GET FOCUSED (BUSINESS MODEL NTGENT)
Business Model Canvas NTGent
1. Government2. B2C: Audience in
Ghent(segmented)
3. B2B: the European arts market (Nl, B, F, G, …)
4. B2B: Economicplayers in and around Ghent
Product LeadershipTranslated in Ghentinto the “experience” of theatre-performances.DNA=ensemble, success, adventure, personalisedservice, high artisticand managerialquality. BEST PRACTICE and BEST EXPERIENCE.
Presentation of performances and supporting services
Production of performances and supporting services
1.Front of house (ticket-office)2.Online channels(website, facebook, …)3. newsletters, magazines, brochure, … both e and real
Subsidy 60% (43% Flemish Gov, 7 % Province, 50% city)Ticket sales 12,5% Performance sales 19 % other services 8,5%
Analytical: 20% building related15% purely arts related (COGS performances)Most important cost: salaries (48%)15% Supporting servicesOther: financial costs, overhead, …
3 theatres, warehouse, workshops and 6 apartments12 actors, 40 techniciansand workshopsTransportIT…
- Other theatrecompanies- Other theatres- Logistics partner- IT partner (partiallyoutsourced)- Other suppliers-VOKA and OKO network- Politicalstakeholders-Sponsors-…
1. Throughevaluation(commission)
2. Tailormade to normal customers
3. B2B sales throughsales departmentand network
4. Consultancy based
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RECENT HISTORY NTGENT
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A SENSE OF URGENCY
Flemish Government decides on funding 2013-2016 by 30. June 2012
Preliminary advice leads to possible structural deficit scenario
RISK = likelihood of occurrence x impact of occurrence
Overview budget scenario's2013 2014 2015 2016
Worst case -€ 469.025 -€ 490.245 -€ 551.607 -€ 511.286Base case -€ 355.638 -€ 374.590 -€ 433.639 -€ 390.959Best case € 97.910 € 88.029 € 38.233 € 90.351
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SPAN OF CONTROL – BLACK SWANS IN THE ARTS
Artistic success
Dual LeadershipEfficiencyMeasure what you manage
Bargaining position
customers and
suppliers
Public fundingCapex infrastructure
PIIGS default?Export Netherlands
Integrated dataSynergy
Line extensions, …
Willingness to PayPolitical vision
Landscape attitudes
NTGent
low
high
internal external
IMPACT
CONTROL
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GET FIT: 4 VERTICAL PILLARS AND 1 HORIZONTAL FUNDAMENT
LEADERSHIP & CORPORATE CULTURE
PRICE
INFORMATION INNOVATION
SUPPLY
PORTFOLIO
A SUSTAINABLE NTGENT
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BREAKTHROUGH 1: PRICE DIFFERENTIATION
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BREAKTHROUGH 2: INFORMATION SYSTEMS AS STRATEGIC OPTIONS
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BREAKTHROUGH 3: SUPPLY MANAGEMENT AND SYNERGY
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BREAKTHROUGH 4: PORTFOLIO MANAGEMENT (ARTS INNOVATION)
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BREAKTHROUGH 5: DUAL LEADERSHIP AND CORPORATE CULTURE
Basic condition, before any of the breakthroughs can work
Need for leadership (mission, vision, strategy)
Holistic dual leadership model
Work on corporate values and culture, internally and externally
Cooperative or EESV as new instrument
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BUILDING STRENGTH AND AGILITY
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MILESTONES AND EFFECTS
Target milestones 2013 2014 2015 2016
Pillar 1 Price € 207.900 € 286.350 € 364.800 € 443.250
Pillar 3 IT € 59.210 € 59.210 € 59.210 € 59.210
Pillar 2 Supply € 379.450 € 552.600 € 725.750 € 898.900
Pillar 4 Portfolio € 58.949 € 23.108 € 36.908 € 48.253
Total € 705.509 € 921.268 € 1.186.668 € 1.449.612
Investment in artistic production (€ 352.754) (€ 460.634) (€ 593.334) (€ 724.806)
Leverage artistic investment € 84.661 € 110.552 € 142.400 € 173.953
Total increase (decrease) margin € 437.416 € 571.186 € 735.734 € 898.760
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GPS: WHERE ARE WE ON THE ROADMAP?
External decisions
Decision Flemish
Government June 2012
Decision infrastructure
Q4 2012
Decision Province of East
Flanders Q 3 2013
…
Leadership Adaptation mandates
Update strategic
documents Q3 2012
Working on dual leadership
Q3 … 2012 (Vlerick)
Working on corporate
governance 2013
Price Pilot starts May 2012
Metrics from Q4 2012
Evaluation pilot and further
implementation 2013
Review and collect 2013-
2014
ITTicketmatic
licensing May 2012
Evaluation yesplan Q4
2012
Metrics and databases 2012-2013
Collect and review in Q2
2013 for 2013-2014
SupplyChange team installed April
2012
Synergy and efficiency
developed Q3 and Q4 2012
Strategic decisions Q1 2013 (June
‘12!)
Collect and review Q2 2013
PortfolioABC installed
and communicated
April 2012
ABC 2013 – 2014 June 2012
Evaluation targets
September 2012
Collection from 2013 onwards
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NEXT STEPS FOR MANAGEMENT…
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TO CONCLUDE…
Q & A
Kurt MelensGeneral Manager [email protected]/318.498
Life is what happenswhile you are busymaking other plans
- John Lennon-