Cultural institutions receive public funding to pursue social goals that the private market can’t be sure to achieve on its own. Conducting artistic research, providing equal education to all, guaranteeing free access to culture, and preserving cultural heritage: all this is the beating heart of cultural activity. And while these efforts do not yield immediate economic returns, they do generate strategic collective value that shores up social cohesion.
With the continuous cuts to public budgets, museums and theaters are facing mounting pressure to step up their ability to attract private donations to ensure universal access to culture without falling into the trap of simply commercializing content. This slow, yet essential, transformation requires cultural managers to expand their existing skill sets. In doing so, three key competencies stand out.
The first and most critical challenge is the ability to craft a shared cultural vision with an institution’s main stakeholders. Such a vision should be aligned not only with the academic quality of the cultural program in question, but also with broader goals of public interest. This doesn't mean bowing to political demands or pandering to private donors, but rather creating a dialogue capable of inspiring both public and private actors (on whom museums and theaters inevitably rely financially) to rally behind the collective mission of cultural institutions.
The second challenge involves updating and honing core managerial skills to effectively implement that strategic vision. This includes the ability to innovate governance models, both in structure and function. In fact, cultural managers must be able to redefine organizational structures and decision-making processes to make them more agile and effective; implement efficient planning and performance control systems; upskill and motivate their teams; and boost operational efficiency by leveraging new technologies and artificial intelligence.
The third key competency involves opening up institutions to communities that are increasingly fragmented by globalization and digitalization. Museums, theaters, and libraries must once again become true “public squares of knowledge,” i.e. essential spaces for intellectual exchange, cultural empowerment, and community building. Cultural managers must deepen their local knowledge by actively engaging with their communities and stepping into the role of public intellectuals, capable of designing cultural services tailored to the local area. This means selecting content that speaks to all audiences, not just traditional elites, and helping to develop a cultural welfare system extending throughout the community.
In today’s changing economic and social landscape, the future of cultural institutions depends on developing strong cultural leadership, astute administrative leadership, and informed civic leadership. Excelling in only one of these directions is no longer enough. A coherent, integrated approach is essential to balance high artistic standards with tight economic constraints and, above all, the imperative to generate public value.
Calls are intensifying for hybrid professionals to take the helm of Italian museums and theaters. These cultural leaders should have a solid humanistic background, advanced managerial skills, and the ability to engage political figures, private funders, civil society, and citizens alike, so they embrace a shared vision. Success will depend not only on individual effort but also on the education system’s ability to train visionary yet pragmatic cultural leaders: experts with a diverse skillset, sensitivity to the community, and the ability to innovate while safeguarding Italy’s rich artistic and cultural heritage.
Originally published in Fortune Italia
