The Future of Performing Arts, March 2026

Phillip Cartwright, Ph.D. and Founder, HorizonVU Group

Last month, I started this series, “The Future of Performing Arts”. This series has takes organizational issues as a point of departure. In future installments, I will consider issues impacting companies and business units within performing arts organizations. Keep in miond that unless otherwise indicated, the organizations and structures are hypothetical.

Previously, we looked at a conventional organizational structure of a performing arts organization. The diagram from Aubrey Bergauer (2022) suggested a good approximation to a structure. Starting from the organizational chart below a traditional structure is represented. The chart is labeled as though the organization is a dance company, but the model can easily be generalized.

In a traditional organization, roles like Artistic Director and Production and Technical do not necessarily exist as such, but they fit very clearly into a classic hierarchy. Consider the Artistic Director as Chief Creative Officer reporting into the CEO or Executive Director. The Artistic Director owns responsibility for artistic inputs and outputs and leads performers and repertoire. The Production and Technical unit is focused on operations, so the leader might be equivalent to a Chief Operating Officer or General Manager. The group is responsible for executing performances and handling stage, lighting, sets, costumes and logistics.

The traditional model is not without benefits. The model enables clarity and control, i.e., the reporting lines and governance over key business units are transparent. Concurrently, the structure promotes stability at least in the sense that unexpected disruptions are unlikely. Finally, the simplicity of the model implies cost efficiency especially with respect to personnel. Contingent on the budget, special initiatives requiring high-level sophistication can be outsourced.

The traditional model is not without shortfalls. Perhaps the most obvious is that the siloed and independent business units are likely to make cross-departmental actions difficult. Interdepartmental activities may be challenging owing to bureaucracy and approval processes. Further, communication may not be effective or efficient. Lastly, the traditional model is highly vulnerable to extinction in the face of digital transformation.

Next month, a new model will be suggested, and we can weigh the costs and benefits. A major consideration will be the extent to which new technology enables efficiency and expands our vision of the possible.