McClintock cites Robert Flanagan, a professor of Economics at Stanford University from his in-depth analyses of the economics of symphony orchestras entitled, ‘The Perilous Life of Symphony Orchestras’. The book has been in print for several years.
The problem, although admittedly oblique, is that the author’s assertion that “….no symphony orchestra in the world would be financially viable on its own” is deduced primarily from business models that have been the mainstay of Orchestra administrative and governance policies for over a century – and largely focussed on U.S. orchestras to boot.
That is not to say that Flanagan’s book does not do a serviceable job at distilling many of the primary problems facing orchestras around the world as not-for-profit entities. It does it, in fact, very well.
My suspicion is that the conclusions drawn, not only by Flanagan but by many other commentators interested in this field, are all a little too neat and cosy; too tidy in reducing the reasons for the financial peril facing many of orchestra ensembles around the world.
The unpalatable fact is that many of these organizations have been so badly governed for so many years that the horse has not just proverbially bolted, but has aged and died of natural causes long after the gate was left unbolted. Continue Reading →