This really is an unusual turnaround instance in that it involves a public sector association, the British Museum (BM). The case study covers the interval from around 1999 to 2010. It focuses more especially on the arrival of Neil MacGregor, in August 2002, as the brand new manager of the museum. When he took over, the BM was short of its 250th anniversary. It was in debt and out of fashion. It'd acquired a reputation as "one of the least user friendly museums on the planet." One senior figure from the museum was quoted as saying that he didn't want children in there. In the space of nine years, MacGregor reversed its fortunes and restored its sense of pride and purpose. He raised its profile through engaging displays, television shows and also the Internet - but most surprisingly of all through the use of radio. He presided over a startling transformation in the picture and bundles of the BM, with net income quadrupling in nine years and donations and legacies growing eightfold under his observation. Visitor numbers reach record highs and the BM has turned into a template for other museums. A cultural establishment that was once in peril of becoming an awkward monument to British imperialism is now perceived with pride.
As one reporter put it: "As an work out in rebranding, it is absolutely up there with the best." The case considers the methods used by MacGregor to achieve these results and some of the key turning points, as well as the lessons for other organizations, including in the private sector. Additionally, it explores the possible complications of following a charismatic leader. Learning objectives: The case covers six crucial issues to do with direction and organizational change: 1) The problems of shifting an entrenched public sector culture, shaped by curatorial sections and the weight of the BM's heritage. 2) The challenge of managing multiple stakeholders. 3) The various parts adopted by a leader - and altering the range of the job. 4) The importance of finding a goal that resonates with workers and visitors alike. 5) The procedure for institutional transformation and also the challenge of building on MacGregor's legacy. 6) The benefits and drawbacks of magnetic leadership.
RESTORING THE BRITISH MUSEUM case study solution
PUBLICATION DATE: January 09, 2012 PRODUCT #: IMD595-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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