From strategy+business: This year's holiday retail outlook suggests that shopping patterns created during the recession are becoming permanent, but there are still reasons for retailers to celebrate.
From Management Issues: Today's tough economic conditions are making consumers demand more from their suppliers – and those suppliers don't seem to be delivering.
From strategy+business: Media pioneer Bob Carrigan, of IDG Communications and the Interactive Advertising Bureau, explains why new media is the most optimistic part of the economy.
From FastCompany: The companies weathering this storm share basic strategies for reacting to the adverse climate. Each one focuses on reinforcing their value to consumers.
From Rosabeth Moss Kanter at Harvard Business Review: Companies can make strategic choices once they know what conditions will apply — will laws change, will taxes be raised or lowered, will interest rates go up or down? You could be a CEO weighing factory location decisions in the U.S. or abroad, or a retail entrepreneur deciding where and when to open more stores. Waiting for decisions that provide a direction, any direction, can be paralyzing. Motivating people to try something new, or to get on with innovation, is tough when the rules of the game are up in the air. Uncertainty is one of the primary reasons that people resist change. People are relatively adaptable once they know what the situation is, like it or not.
From Greg Sandow: Two big thoughts for today. First, that the Philadelphia Orchestra bankruptcy opens a new era of classical music distress. And second, that we should treat this as a time of opportunity, a time to foster the rebirth of classical music. Which means that we should devote ourselves to classical music with more passion than ever.
From strategy+business: In times of great uncertainty, strategic planning must shift from a bureaucratic, linear process to a more targeted approach that is both analytic and creative.
There are no crises in the arts – there are crises in arts organizations as they are currently constructed. Audiences are not shrinking, they are growing, but they are not necessarily interested in consuming all the art our member organizations produce. Between 1970 and 2010, the number of arts organizations grew from 2,700 to 27,000 but the number of people funding them, and attending their events, did not grow at all. In this keynote address delivered at the joint annual conferences of Chorus America and The League of American Orchestras, Russell Willis Taylor, President and CEO of National Arts Strategies, explores the extraordinary opportunities that arts organizations have today.