Structure and Calendar

3rd edition 2017- 2018

September / October
  • Opening Ceremony
  • Know your School
  • Know Yourself and your Class
  • Know your Career
  • Know your MAMA
October / May
  • Introduction to Arts Management
  • Basic Accounting
  • Strategic management for non-profit organizations in the arts
  • Organization and HR management in the Arts 1
  • Organization and HR management in the Arts 2
  • Arts Law
  • Cost and performance management in arts organizations
  • Market research
  • Fundraising in the arts
  • Marketing and CRM
  • Social and economic impacts of  festival and events
  • Communication in the arts
  • Italian excellence course
  • Creative Entrepreneurship and business planning (separate)
  • Consulting management for the arts
  • Arts and Digital Media
  • Project Management
  • Place Branding
  • Culture and Consumption
  • Heritage Management
  • Performing Arts Management
March / May
  • Arts Education
  • Comparative Cultural Policies
  • Funding Practices
  • Leadership in the Arts
  • Social Media Management
  • Storytelling
  • Theatre Production
June / December


Introduction to Arts Management

This is a crash course aimed at introducing you to the art of managing the arts. The course will help you to start to see arts organizations through the lens of managers and executives. Arts institutions operating in Milan will be our 'laboratories' and guest speakers our object of analysis. Together, we will try to answer the following question: Despite differences what is peculiar about managing the arts? Classes are designed to give an overview of business firms, public institutions and not-for-profit organizations engaged in the arts fields, all of which are different in scope or size.

Basic Accounting

The course serves as an introduction to accounting, with a specific focus on the accounting framework and the accounting language; the income statement: content and format; the balance sheet: content and format; the financial framework and the financial language from a “static” to a “dynamic” analysis of the performances of organizations.

Strategic management for non-profit organizations in the arts
Arts organizations, unlike typical firms, usually do not have the goal of maximizing returns for their owners. However, fulfilling their mission necessarily involves achieving some form of financial sustainability. That sustainability, and the mission itself, requires arts organization managers who can understand their environment (customers, suppliers, competitors, etc.) as well as the organization’s unique resources and capabilities. So in the end, arts organizations, much like typical firms, need managers with strategic and managerial skills. The purpose of this course is to provide those skills. The course will devote its time to first understanding what an organizational mission is and how it relates to the company's managerial processes. We will learn how to read an arts organization basic financial information in order to assess its financial sustainability. We will then learn how to analyze the internal and external environment in order to formulate a competitive strategy. Finally, we will learn about the basic managerial processes that turn that strategy into day-to-day operating decisions.

Organization and HR management in the Arts 1

Successful (or unsuccessful) organizations are the result of managerial actions. This course addresses how we can create organizations, which succeed in both artistic and economic performance and in which people can carry out meaningful and fulfilling work while learning and growing. We discuss how we can use organizational tools as managerial levers. In particular, we aim to assess and compare common organizational structures in the cultural sector; learning how to design, structure and manage team dynamics; understanding how we can leverage upon the organizational culture to make an organization work more effectively; recognizing the need for change and how we can make it happen.

Organization and HR management in the Arts 2

Within arts organizations, people are the enduring assets for competitive advantage. Having an effective system for obtaining, mobilizing, and managing people is essential. Adopting the perspective of a general manager, the course aims to develop competences for hiring and selecting the right people, evaluating and rewarding their performance, and developing them over time.

Arts Law

The course takes the perspective of an arts manager dealing with different types of legal issues and problems spanning from how to deal with copyrights or orphan artworks, main legal issues emerging in contracting artists and dealing with unions, online distribution of digital content and protecting trademarks in merchandising for museums. The aim of the course is not to give a deep understanding of legal issues regarding these matters but to provide some useful guidelines and hints to managers who contract professionals and lawyers in charge of solving legal problems.

Cost and performance management in arts organizations

This course aims to explore the role of performance measurement and control systems in implementing strategy and supporting governance processes in the arts, culture and entertainment industries. The course presents the fundamentals of cost management systems which support economic decisions, motivate desired behaviours and allow evaluative performances in arts organization.

Market research

Market Research 1 gives students a wide view of the marketing research process and its principal research tools. The program aims to provide students with a set of practical qualitative and quantitative tools to address some of most common questions in marketing research for Arts Management. Participants are given all practical competences for developing an efficient marketing research plan and have the opportunity to apply some of the tools learned to practical and real research cases.

Fundraising in the arts

The course takes the perspective of a non-profit organization operating in the arts field and it focuses on the range of techniques and processes arts organizations can employ to successfully raise funds from different public and private stakeholders.

Marketing and CRM

The purpose of the course is to introduce participants with marketing management principles and tools available to artistic and cultural institutions.

The course will address the basic principles of marketing, both to acquire new visitors and to maintain regular guests We will discuss the visitor’s experience and we will identify strategies and policies to design and deliver an excellent customer experience. Thus, we will discuss the marketing concept, the equilibrium between product and customer orientation, cultural products, and the strategies to position them in the market. Once the marketing strategies are clarified, we will discuss how to make operative decisions related to pricing, channel, and communication. Finally, we will address the Customer Relationship Management guidelines, which should drive any investment in maintaining customers and turning them into promoters.

Social and economic impacts of  festival and events

Economic and social impact studies are precious for festival and event organizers as they give visibility to important outcomes. The course aims to investigate how these types of studies can be designed and implemented.

Communication in the arts

Communication is a powerful tool to change attitudes toward the arts and to attract new audiences. For this reason, the course goal is to focus on the basic tools a communication manager might use in arts institutions focusing on the role of emotions in advertising arts performances and exhibitions.

Italian excellence course

Fashion and design, hospitality, fine food and wine are considered, together with the arts, traits of Italian excellence all over the world. They are important industries from a business point of view but they also help build the reputation and the competitive advantage of Italy as a country and Milan as a city. On these grounds, the course aims to give international participants coming from all over the world an introductory overview of these symbolic industries and their supply chains. At the same time we aim to explore place branding strategies which can be applied to factories, showrooms, stores but also museums and theatres.

Creative Entrepreneurship and business planning (separate)

The course introduces the process of start-up entrepreneurship and presents a number of support tools that can be useful in the different phases of the business planning process.

Consulting management for the arts

The course aims to develop consulting management skills by supporting and tutoring groups of participants in developing a consulting project for partner institutions. The class will act as a learning community by discussing issues and problems arising in consulting non-profit and public sector organizations

Arts and Digital Media

After more than 20 years from the dawn of the Internet, companies, institutions and individuals are completely immersed in the process of digital transformation, which is generating a radical change in every aspect of firm management (and everyday life). The course will focus on how digital technologies and environments allow cultural organizations to empower their historical role of artistic content preservers and promoters to become more and more content producers, with a specific attention to digital content strategies. The laboratory part of the course has the main goal of letting students create a digital content strategy that has to be efficient, feasible, consistent with an institution’s features, innovative, taking into account the analysis and the full comprehension of all the institution’s assets including history, mission, target, content proposal, structure and business model.

Project Management

Starting from setting the project strategy, the course will go through the most important project planning and control methodologies. Best practices, typical issues and mistakes, and real examples will be presented and discussed. A special focus will be on micro-planning and risk management, two relevant topics in many arts and culture projects.

Place Branding

Towns, regions, provinces and countries are increasingly turning to marketing and branding techniques to put themselves on the map. Marketing uses consumer wishes and needs as its guiding principle for the operations of an organization; in the case of branding, a chosen vision, mission and identity play that role. 'Place branding' refers to the application of branding techniques to geographical locations in the widest sense of the word.

Culture and Consumption

Our focus will be on the role of commodities and consumer practices in everyday life and in culture at large. We will give particular attention to consumption's role in the construction of social and cultural identities. Students will consider critical responses to consumer culture, including the resistance and refusal of consumption as well as the attempted mobilization of consumption toward social change.

Heritage Management<

The purpose of the course is to systematize the skills obtained in the course of the different subjects covered so far. Observing different cultural institutions engaged in the protection, enhancement and conservation of Heritage (tangible and intangible), through contact with professionals and the guidance of the instructor, students will analyze the reality of management and administration of art from a different perspective, deeper and more conscious.

Performing Arts Management

The course takes Italian performing arts institutions as a focus of analysis in the understanding of how they work and operate and the main challenges they face. Onsite visits, meetings with artistic and managing directors of opera houses and festivals, meeting with experts and creative people will lead participants to a deeper understanding of the basic operations occurring in performing arts organizations