Monday, April 8, 2013

Nicholas Hytner's National Theatre offers a template for British business | Matthew Taylor

10:48 AM | Posted by Free Game Zone | Edit Post

Other industries would do well to study the methods of the most important cultural institutions in order to succeed This month is an opportunity to celebrate the success of one of our successful entrepreneurs and exporters. No Sir Richard Branson and Sir James Dyson, but someone knighted for great theater. Forward Sir Nicholas Hytner, who this month celebrates 10 years as artistic director of the National Theatre. While ministers and economists are struggling to find a basis for a new economy successful, Hytner achievements provide some useful guidance. In association with the National Council (rising to a total of over 20 years), Hytner was responsible for organizing a series of performances that combine with box-office rave reviews. To name but three: the adaptation of Philip Pullman

His Dark Materials

recently

One Man, Two Guvnors

and the international blockbuster

War Horse

. My favorite was

London Road

, an incredibly powerful music composed entirely of local reaction verbatim serial murders from 2006 to Ipswich.

just Hytner is best known for his work as a producer and director. But it is also the head of a company with an annual turnover of 80 million pounds, which is a surplus last year and invested in new facilities, despite a substantial reduction in subsidies Arts Council.

And it is an innovative, not just on stage, but, for example, in the Travelex season, offering tickets for popular shows and sharp - about a fifth of those visitors for the first time - for ? 12. And when Hytner leaves his post, he says he will do in the coming years, it will be the result of an investment of 70 million pounds (more than what has already been raised) to turn on the home theater the southern banks.

Hytner is just one of a number of very successful leaders of British cultural institutions that have become household names. Neil MacGregor of the British Museum and the Tate Nicholas Serota, are other notable examples. Its success, along with many others in the industry, is based on a few simple principles, connected and powerful.

First, the best arts and heritage organizations are very enterprising. They are always on the lookout for new products and services, very effective to develop your brand, and - a lesson for the rest of British industry - are willing to do in the long run to ensure the future of their organization a highly competitive and rapidly changing.

  • Second, although almost all of our major arts organizations receive some form of public funding, the best leaders see this less as a form of subsidy and more like a flow of investment to enable growth and diversification. This is so. Grant from the National Theatre has been reduced by 15% in real terms over the past four years and funding for the arts is linked to large cuts in the next spending review.
  • Third, Hytner and achieving peers are extremely sensitive to the challenges and opportunities created by the rise of digital content and the emergence of new global public for the British equipment. One of the innovations of NT Live Hytner, which broadcasts the best game on the London stage to cinemas across the UK and around the world and has helped to generate a global audience last 3 years, 2 million.
Fourth, the most successful cultural institutions reject a simple distinction between artistic excellence and commercial content. In addition to these organizations, there is often a strong association between artistic and commercial. As executives, Nick Starr, Kate Horton and Vikki Heywood may not have the same profile as their artistic counterparts Hytner, Dominic Cooke at the Royal Court and Michael Boyd at the Royal Shakespeare Company. But the success of their organizations from a level of cooperation and shared commitment that many private and public companies crave.

but still raises the ire of conservative free market fundamentalists in the pursuit of growth of government, ministers of the coalition, particularly Vince Cable and David Willetts at the Department for Business, Innovation and Skills have been arranged talking about the need for an industrial strategy. Life sciences, advanced manufacturing and energy are the subject of industrial strategies and public investments. However, perhaps in part because of confusion in the sector, the creative industries do not appear on the radar despite a growing global market for creative goods and services.


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