The case study describes the work of Deborah Cullinan during her tenure as executive director of Intersection for the Arts and in her new role as executive director of Yerba Buena Center for the Arts (YBCA). The case starts as Cullinan deciding the best way to navigate various opportunities and challenges, and he further intends conducting a strategic refresh of YBCA.
A few of the challenges include staff fatigue resulting from a constant drive for innovation under her predecessor; skepticism the concentrate on the community will diminish artistic excellence; questions about Cullinan's ability to manage a sizable institution; changes to the Yerba Buena Gardens complex which will affect YBCA's tenancy and 14 percent of its revenue; a fraught environment in which artists and community members are being priced out of San Francisco by the inflow of technology businesses and their highly-paid workers, potentially changing the character of the city eternally.
PUBLICATION DATE: September 15, 2014 PRODUCT #: B5822-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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