Staff at all levels are involved in New and diverse networks appropriate networks and bring advocates for the collaborations organisation in different places Key networks are targeted strategically Organisation makes best use, Diversity within workforce will including sales where applicable, tend to lead to diversity of of intangible assets e.g. staff assets and activities and ways skills, intellectual property (IP) to utilise them such as repertoire or data, Diversity of kinds of assets will relationships and physical assets reduce risk and increase reach e.g. buildings and equipment Diversity of markets and Budgets show planned distribution platforms for assets investment into the creation and increases resilience (less risk exploitation of new assets (e.g. of total market failure) Intellectual, new digital platforms, new Diversity of products protects human and repertoire, merchandise) against shifts in individual physical assets By-products of primary arts markets activity exploited beyond event (e.g. from learning materials to T-shirts to DVDs of performances) IP may be shared with others to be exploited in collaboration with better places partners Spaces and facilities are shared with others, with either or financial income Adaptive Skills Leadership team provides clarity Diversity within leadership internally and externally, with teams likely build adaptive appropriate decision-making resilience broader skills base, – processes different perspectives and more Management and board always creativity Leadership, seeking improvement and Flexibility of approach for management while delivering current different situations will tend to and governance mission with flexibility for better strategic fit or Clear, challenging and suitability supportive management and Openness and inclusivity reporting systems in place, encourages the culture of alongside open culture that shared purpose involves all staff
Staff at all levels are involved in appropriate networks and collaborations Key networks are targeted strategically New and diverse networks bring advocates for the organisation in different places Intellectual, human and physical assets Organisation makes best use, including sales where applicable, of intangible assets e.g. staff skills, intellectual property (IP) such as repertoire or data, relationships and physical assets e.g. buildings and equipment Budgets show planned investment into the creation and exploitation of new assets (e.g. new digital platforms, new repertoire, merchandise) By-products of primary arts activity exploited beyond event (e.g. from learning materials to T-shirts to DVDs of performances) IP may be shared with others to be exploited in collaboration with better places partners Spaces and facilities are shared with others, with either or financial income Diversity within workforce will tend to lead to diversity of assets and activities and ways to utilise them Diversity of kinds of assets will reduce risk and increase reach Diversity of markets and distribution platforms for assets increases resilience (less risk of total market failure) Diversity of products protects against shifts in individual markets Adaptive Skills Leadership, management and governance Leadership team provides clarity internally and externally, with appropriate decision-making processes Management and board always seeking improvement and while delivering current mission with flexibility Clear, challenging and supportive management and reporting systems in place, alongside open culture that involves all staff Diversity within leadership teams likely build adaptive resilience – broader skills base, different perspectives and more creativity Flexibility of approach for different situations will tend to for better strategic fit or suitability Openness and inclusivity encourages the culture of shared purpose
Diversity_and_adaptive_resilience_public.docx