Gazelli Art House

Executive Summary

Gazelli Art House is a developing non-profit that supports local artists through an annual event and educational activities. For the past 20 years, the organization has existed and grown. Unfortunately, in recent years, the organization has seen a significant turnover rate among local artists and volunteers. Feedback from previous festival participants and volunteers revealed that the organization’s management was uninspiring. A current marketing blunder resulted in responsibility being placed on a volunteer, which provided additional validation. The organization’s retreat from its initial goal, along with recent avoidable missteps, prompted the necessity for a complete investigation and overhaul,

The goal of this transformation plan was to first identify all internal and external elements that contributed to the organization’s problems. Then, identify areas under the organization’s control that can be improved. According to the findings, this organization is a community cornerstone with a motivated workforce. The challenge is figuring out how to use and manage the art-driven volunteers.

With simple changes, this organization may return to its vibrant growth by supporting local artists and the community. A restructuring of the full-time workforce will establish accountability for various aspects of the festival’s planning and implementation. Giving volunteers and their direct supervisor’s explicit assignments will eliminate task uncertainty. Past hurdles will be removed with written instructions explaining this organizational structure alteration and conflict resolution methods. Removing impediments will give the Albany Arts Organization more time to focus on its original mission of supporting local arts.

Introduction

Gazelli Art House, a tax-exempt nonprofit has promoted local arts and crafts and supported local artists for over 20 years. A board of directors which is community appointed and a permanent staff of five head the organization. The main aim of the organization is to promote local arts and crafts and to support local artists by providing a venue for them to sell their work, advertise their work and develop and expand their customer base.

The organization attracts art lovers and small art galleries, boutiques and specialty stores looking for unique art for their customers, also the organization’s mission has gradually expanded to include educational and other programs which run throughout the year. However, Gazelli Art House has seen a decline in local artist participation and funding prompting the Board of Directors to focus on bringing in nationally known artists to attract more participants. More funding is now being sought through grants and the focus of the organization is gradually changing from community artists to a broader scope and more national talent. To do this, the identification of areas is vital for the improvement and generation of solutions. An in-depth presentation of the internal and external influences on the organization was exercised and from the deductions, strategies and new approaches to enhancing the general performance and operational efficiency were formulated.

External Evaluation

I understand how external analysis enables organizations to formulate effective policies and strategies they need to improve performance. The external analysis evaluates economic, political, social and technological factors that affect an organization. We can better understand the organization’s market position, identify threats and opportunities and also develop strategies by conducting a comprehensive external analysis.

I plan to conduct a comprehensive external analysis of economic, political, social and technological trends in your industry and the immediate and distant environments you interact with. To help your organization determine how external factors affect its operations I’ll analyze industry reports, government publications and social media trends to understand your organization’s environment. Below is a table documented to clearly outline these factors and your organization’s interaction with them.

Figure 1. External Factors

Fashion is a major external factor that can have a significant impact on an art gallery’s success. The latest fashion trends can influence the demand for different types of art and influence the buying behaviour of art collectors (Arnold, 2009). Therefore, an art gallery needs to stay up-to-date with the latest fashion trends and understand how they can affect the gallery’s sales and revenue. The most prominent opportunity associated with fashion is that it can help the art gallery to tap into new markets and attract new customers. However, the weakness of fashion is that it is a constantly changing factor and keeping up with the latest trends can be challenging and expensive.

The mandate is another factor that can influence an art gallery’s performance. A gallery’s mandate outlines its purpose and goals and it guides its decisions about the types of art it displays and promotes. Therefore, understanding the mandate of an art gallery is essential for developing a successful strategy. The most significant opportunity of having a clear mandate is to help the art gallery build a loyal customer base by promoting a consistent brand image (Benneworth & Jongbloed 2010).

Geopolitical factors can also significantly impact an art gallery’s performance. Changes in government policies, international trade agreements and global economic conditions can all affect the demand for art and the availability of funding for cultural institutions (Croteau & Hoynes 2013). The most significant opportunity associated with geopolitical factors is that they can help the art gallery to tap into new markets and attract new customers.

Market factors such as changes in consumer preferences, demographic shifts and technological advancements, can also influence an art gallery’s performance. Understanding these factors is essential for developing a successful marketing strategy that targets the right audience and meets their needs (Croteau & Hoynes 2013). The most significant opportunity associated with market factors is that they can help the art gallery to tap into new markets and attract new customers.

Competition and hyper-competition are external factors that can significantly impact an art gallery’s performance (Velthuis, 2003). Understanding the competitive landscape is essential for developing a successful strategy that differentiates the art gallery from its competitors (Roussou, 2002). The most significant opportunity associated with competition is that it can help the art gallery to identify gaps in the market and capitalize on them.

Internal Evaluation

I assessed the organization’s internal operational strengths and weaknesses. The examination identified improvement areas and created a plan to maximize the organization’s potential. The internal evaluation examined the organization’s financial statements, operational processes, employee capabilities and management structure. These factors helped me identify the strengths and weaknesses.

Internal analyses reveal the organization’s core competencies, resources and capabilities. This data can be used to formulate strategies that capitalize on the organization’s strengths and address its weaknesses.

I found the Gazelli Art House’s strengths in its dedicated and knowledgeable staff, loyal customers and reputation for promoting local arts and crafts through internal analysis. However, weaknesses included a lack of diverse programming, online presence and financial resources. I provided the organization with a comprehensive view of its internal operations by conducting an internal analysis, which allowed us to create a plan to improve its weaknesses and leverage its strengths. Below is a tabulation of the information.

Figure 2. Internal Factors

Internal factors are crucial to any organization’s performance because they shape the internal environment in which the organization functions. Internal factors include the structure, culture, leadership, resources and processes of the organization and they can have a substantial impact on its performance. Knowing these elements is critical for building effective tactics and long-term success.

Growth is one of the most important internal elements that must be examined. Growth is critical since it drives the organization’s ability to expand and accomplish its objectives. Expansion can be accomplished through a variety of means, including as expanding the organization’s offerings, opening new sites and boosting revenue (Kotler, 2008) . Growth, on the other hand, might bring with it new obstacles such as greater competition, changes in corporate culture and resource limits. The organization can discover chances for growth and establish strategies to handle potential difficulties by examining its growth potential and limitations.

Integration and teamwork are two internal factors that must be examined. The ability of an organization to work together toward a single goal is referred to as integration and collaboration. This is important because it promotes innovation, teamwork and problem-solving. Open communication channels, a common goal and a strong feeling of cooperation are required for effective integration and collaboration. It is possible to discover areas for development and build methods to foster better collaboration and teamwork by studying the organization’s integration and collaboration (Margerum, 2001).

As noted by (Brickson, 2005), identity is another crucial internal issue that must be examined. The identity of an organization relates to its own personality, values and culture. Knowing the identity of the organization is critical because it impacts how the firm interacts with its stakeholders, customers and employees. The organization can determine its strengths and weaknesses, establish a brand that resonates with its stakeholders and ensure that its culture matches with its values by studying its identity.

Another internal issue to consider is a new broom. The term “new broom” refers to the changes that occur in an organization when new leadership is established (Broom et al. 1997). Depending on the leader’s management style and the culture of the firm, a new broom might be a huge opportunity or a significant threat. The organization can identify potential risks and opportunities and plan strategies to ensure a smooth transition and continuity of operations by assessing new broom.

Another crucial internal aspect that must be examined is power politics. Power politics is the use of power and influence to achieve personal goals rather than organizational goals. Power politics can cause major issues for a business, such as a lack of trust among employees, low morale and lower productivity (Zaleznik, 1970). The organization can identify possible dangers and establish solutions to promote a more collaborative and transparent culture by examining power politics.

Internal factor analysis is crucial to the success of every firm. Growth, integration and collaboration, identity, new ideas and power politics are all important internal variables that must be considered in order to establish effective strategies and achieve long-term success. The organization can identify its strengths and shortcomings and implement plans to foster growth, collaboration and a positive organizational culture by examining these characteristics.

SWOT Analysis

I utilize the SWOT evaluation technique to evaluate an organization’s strengths, weaknesses, opportunities and threats. I assess the organization’s resources, capabilities and constraints, as well as market trends, competition, and economic conditions using a SWOT analysis approach. I can assist the organization improve by analyzing its strengths and problems. Identifying opportunities and dangers can help the business capitalize on external elements that can boost growth and mitigate risks from external causes that could derail it. An organization’s strengths are its internal advantages over competitors. Gazelli Art House’s strengths may include its history, reputation, capacity to draw national talent and passionate volunteers. its tax-exempt status may also be classified as one of its strengths.

Internal issues that disadvantage a company compared to its competitors are its weaknesses. A lack of communication between your organization’s permanent personnel and local artists may result in lost revenue from local artists who choose not to participate. The “brochure incident” where a phone number was placed wrongly in the brochure disrupted business at a local drugstore which was the actual administrator of the line. As a result, an employee at the drug store lost his job. This incident hurt your organizational reputation.

Opportunities are External elements that can help your company succeed if they are positively affecting the firm. This organization may develop to reach new audiences, feature local artists and form new relationships with local businesses and groups to increase community engagement and its overall social footprint.

Forces that could hurt the firm from without are referred to as threats. Your organization may face threats from competing festivals or events, poor weather or other unforeseen events that could lower attendance and changes in funding or sponsorships that could limit its ability to provide quality programming.

Detailed documentation of the SWOT examination of the case of Gazelli Art House is as follows;

Strengths

Gazelli Art House has been managed by a dedicated Board of Directors and a small permanent staff for over 20 years, the firm has a strong reputation as a well-known venue for local arts and crafts and attracts art enthusiasts, small gallery owners and boutique store proprietors.

The mission of your organization has progressively expanded to include year-round educational and other programs. Staff share a passion for the arts and a laissez-faire approach to management in the agency and its small staff is the order of the day.

Weaknesses

Decreased local funding as a result of fewer local artists participating necessitates seeking more grants and recruiting more national talent, resulting in a shift in emphasis. Gazelli Art House’s reputation may be harmed by the absence of specific rules of conduct, expected behaviours or guidelines.

Inconsistency from the Board of Directors in decision-making due to personal interests, political appointees and lack of business experience and professional training. Many interested volunteers hold full-time jobs outside the community and are more interested in being “in command” than in supporting the festival making staffing a constant challenge.

Opportunities

Gazelli Art House has the potential to increase its scope by attracting more national talent and by expanding its educational and other year-round programs. The firm can increase its revenue by soliciting more grants and sponsorships from arts-supporting corporations and businesses. The organization can investigate methods to increase the participation of local artists, such as by offering incentives or reducing participation fees.

Threats

Other art houses catering to the same audience serve as competition. Changes in the demographics or interests of the community, resulting in a decline in attendance and support.

Dependence on grants and sponsorships, which may not always be available or may be contingent on meeting certain requirements. In the area of public safety and security, the absence of specific rules of conduct, expected behaviours or guidelines could contribute to legal or ethical issues.

Cultural Web

Symbolism

The 20-year-old art house represents the community’s commitment to the arts. Local arts supporters attend visit the location. The organization is caught between two significant influences which are all realistic. On one hand, you have to preserve its social patron position which was the original platform and on the other, move to broader approaches and target endeavours beyond community boundaries.

Power structure

A Board of Directors of 10 appointed by the community including three to five regular staff members, one of whom is the supervisor operate your establishment. The supervisor is lax and the board members are arts enthusiasts. Political appointees on the board lack business experience or professional training Volunteers are crucial to power but their devotion and priorities are questionable and are somewhat contradictive.

Routines

An arts event is arranged annually, Educational and other year-round events have broadened your organization’s operational limits. Also, the organization is shifting from local to national musicians and artists. Grants and donations fund the firm and its operations.

Belief System

Gazelli Art House promotes local arts and crafts and helps artists sell, advertise and grow their consumer base. The organization promotes art education and the supervisor and board members think everyone at the agency loves the arts and doesn’t need instructions. Permanent personnel have no regulations or expectations to keep up to.

Control system

Your board of directors decides on finance, programming and staffing. The supervisor is lax and there are no rules for permanent personnel or operational guidelines. The control aspect of the firm is carefree and may be termed as nonchalant. This has led to devastating events like the “brochure incident” which cost various entities dearly, your organization being one of them.

Structural Dilemmas

Transition

The transition from local artists to national talent is a major dilemma for Gazelli Art House. This change is meant to increase participation and grant funding, but it may hurt your organization’s original goal of supporting local artists. The organization may lose community support if it becomes a platform to attract nationally known musicians rather than a forum for local talent. The company may need to balance national talent and local support.

Resource Utilization

Another structural issue is that the organization is dealing with is a lack of formal training for the supervisor and staff due to limited resources. The supervisor employs a laissez-faire management style, presuming that everyone who works for the nonprofit shares an equally high passion for the arts and recognizes the importance of supporting the organization. Yet, this method may result in inconsistency and a lack of direction for staff workers thereby influencing the art houses’ success. The firm has to choose between using the limited funds to train their staff and increase professionalism or focus on art and let everything else take a lesser priority.

Staffing Regulation

The organization also suffers personnel issues due to a scarcity of volunteers who are interested and willing to help. Several potential volunteers have full-time employment outside of the neighbourhood, so making time commitments to the art house is difficult. Additionally, some volunteers and permanent employees have expressed a desire to be “in charge” rather than support the community festival, resulting in conflicts with prioritization and personal versus organizational priorities. This is majorly due to the fact that the firm relies heavily on donated labour of which it has no proper authority over. Due to this the staffing is somehow uncontrolled or unruly. This state of affairs has led to confrontations between the staff and even management affecting the performance. The organization either accepts the bare minimums or strain its resources and hire professionals.

Revenue

An issue Gazelli Art House may face is striking a balance between presenting high-quality art and making a profit. In order to make money, events need to draw a sizable crowd but organizers also must safeguard the art house’s artistic integrity. This can lead to a conflict between producing content that is both artistically and commercially satisfying. Drawing in nationally acclaimed artists and other external participants is a common move for art houses but the already resent shareholders worry about the loss of identity and socially driven motives behind it initially.

Integrity

An issue Gazelli Art House may face is striking a balance between presenting high-quality art and making a profit. In order to make money, events need to draw a sizable crowd but organizers also have an obligation to safeguard the festival’s artistic integrity. This can lead to a conflict between producing content that is both artistically and commercially satisfying.

Formulation

Create a Code of Conduct and Guidelines.

To address the problem of not having explicit standards of conduct and anticipated behaviours, Gazelli Art House needs to create a Code of Conduct and Guidelines for its staff, volunteers and artists. A code of conduct will enable the management of the art house to effectively contain its workforce. This ensures that everyone in the business is aware of the expectations, obligations and standards that must be followed in terms of conduct including the ethical considerations required to foster an enabling environment for growth. The staff and volunteers need to understand that this is necessary for the improvement of the firm’s performance. This will help to shield Gazelli Art House from future legal and ethical difficulties while also maintaining the community’s trust and support on which its primary foundation rests.

Invest in Professional Development and Training.

In order to solve the structural issue of a lack of formal training for the supervisor, staff and volunteers, Gazelli Art House will invest in a professional development and training program for its employees, particularly the supervisor. The skills and information they need to better manage the business and its operations will be found here, as well as to promote consistency and direction for the staff personnel. These investments will not only help the firm achieve its goals, but it will also enhance employee morale and work satisfaction. It is necessary that the firm apply some sort of training so that it can properly execute its mandate socially and in enterprise terms.

Create a Culture of Collaborative Decision-Making.

Gazelli Art House should establish a collaborative decision-making culture among its Board of Directors and staff to address the inconsistency in decision-making caused by personal interests, political appointees and a lack of commercial expertise. Supporting a transparent and inclusive decision-making process that takes into account the opinions and viewpoints of all stakeholders, including the community, staff and volunteers is crucial to developing a conducive environment. By doing so, you may use the diverse expertise and experiences of your members to make informed decisions that are consistent with the mission and values of the organization.

Expand Local Artistic Outreach.

To combat the threat of reduced local financing as well as a potential drop in attendance and support, you will focus on broadening your outreach to local artists and communities. This will be accomplished by providing incentives or lowering participation fees for local artists, partnering with local schools and groups and promoting local artistic events and related festivals. By doing so, you may continue promoting local arts and crafts while drawing a wider range of audiences and supporters, thus increasing the overall activity of the firm.

Diversify Revenue Streams.

Gazelli Art House will investigate and diversify its revenue streams by looking into different funding options such as crowdfunding, merchandise sales and ticket sales. Furthermore, you will use its name and expertise to provide consultation and teaching to other organizations and enterprises. By doing so, Gazelli Art House may lessen its dependency on outside finance while also creating new revenue streams to support its operations and expansion.

Implementation

Implementing Kotter’s Eight-Step Model requires a significant amount of effort and commitment from the executive leadership team and other stakeholders at the art house. However, if implemented effectively, it can help to improve the organization’s performance. The following is an analysis through the eight-step model by Kotter;

Step 1: Create urgency

Explain the necessity for change to the art house’s stakeholders. Insist on the necessity of adjusting to customers’ shifting preferences and the threat of competition.

The marketing team and the executive leadership team should be involved in creating urgency.

To make sure that everyone understands the need for change, this action should be implemented right away.

Step 2: Form an Alliance

Put together a team of individuals, including those who will be directly touched by the changes, who can assist in leading the change process.

This initiative should be led by the senior leadership team, which should be made up of representatives from the marketing, operations and finance departments.

Once the level of urgency has been determined, this action should be taken before any significant changes are made.

Step 3: Develop a Change Vision

Create a compelling vision that will direct the next improvements at the art house. The vision should be centred on maintaining competitiveness and enhancing the customer experience.

While other stakeholders, such as employees and consumers, should be involved, the executive leadership team should take the lead in developing your vision.

Once a coalition has been established, this action should be taken before any significant modifications are made.

Step 4: Share the Vision

Share the change’s vision with all art house stakeholders frequently and in a straightforward manner. This will promote shift acceptance and understanding.

Although all staff members should be involved in spreading the vision, the executive leadership team and the marketing team should take the lead.

This action needs to be completed right away after the vision has been created and before any significant modifications are made.

Step 5: Motivate Others to Put the Vision into Action

Remove any barriers that would stop individuals from implementing the vision, and give them the tools and assistance they need to do so.

The executive leadership team should be in charge of this initiative, but input from all parties, including consumers and workers, should be sought.

As soon as the vision has been shared and before any significant adjustments are made, this action should be taken.

Step 6: Produce Quick Wins

Generate momentum and demonstrate progress toward the vision, set short-term, attainable targets that can be completed rapidly.

The senior leadership team should take the initiative on this matter, but it’s also important to solicit input from other parties, such as the workforce and clients.

After the vision has been shared and before any significant adjustments are made, this stage should be taken.

Step 7: Build on Successes and Bring About More Change

Building on what has already been accomplished; use the momentum from the quick victories to create more important improvements.

The senior leadership team should take the initiative on this matter, but it’s also important to solicit input from other parties, such as the workforce and clients.

After achieving any immediate victories and before making any significant adjustments, this action should be conducted.

Step 8: Anchor New Approaches in the Organization’s Culture

Incorporate the changes into the organizational culture so that they become the new norm.

The executive leadership team should be in charge of this initiative, but input from all parties, including consumers and workers, should be sought.

Once the adjustments have been made completely and have ingrained themselves into the organization’s culture, this action should be conducted.

Plan for dealing with opposition

To overcome expected opposition, it is critical to include all stakeholders in the change process, including employees and customers. The senior leadership team should also explain the need for change and develop a compelling vision that connects with the values and goals of the firm. Any potential hurdles should be identified and removed and personnel should be given the tools and assistance they need to implement the changes. To keep the momentum going, it’s also crucial to recognize small victories and build on previous accomplishments.

A clear communication strategy

In any change process, communication is essential. The executive leadership team and marketing team should take the lead in conveying the change vision and the importance of change to all stakeholders, including employees, customers and suppliers. The communication strategy should be clear, frequent and transparent, with numerous lines of communication, such as town hall meetings, email updates and social media.

Procedure for dealing with an image-changing drive

An image-changing campaign can be difficult because it includes changing how a company is regarded by its stakeholders. To deal with such a drive, it’s critical to first develop a compelling vision that corresponds with the organization’s beliefs and aims. To maintain momentum, the vision should be conveyed clearly and regularly to all stakeholders and rapid wins should be acknowledged. It is also critical to engage employees and customers in the transformation process and handle any potential opposition.

Lessons discovered

The significance of integrating all stakeholders in the process, communicating clearly and frequently, celebrating quick wins and building on achievements are just a few of the main lessons learnt through the transformation process. It is also critical to address potential roadblocks and resistance, as well as to equip staff with the tools and assistance they need to make the changes. Finally, it is critical to establish the changes in the organization’s culture as the new norm.

Evaluation

The contemporary art gallery Gazelli Art House has earned a stellar reputation for its support of international artists and its promotion of innovation in the visual arts community. The gallery’s vision and goal are made manifest in its many exciting and original exhibitions, events and educational opportunities. By implementing numerous environmentally friendly initiatives and collaborating with groups that support social causes, Gazelli Art House has proven its dedication to sustainability and social responsibility. The gallery can now set itself apart from competing art institutions and make a beneficial impact on society thanks to these initiatives.

Also, the gallery’s commercial approach which includes strong branding and marketing has helped it reach new audiences all around the world. It has also strengthened its network and enhanced its influence within the art world through its cooperation with other art institutions and industry professionals.

Overall, Gazelli Art House has shown great leadership in the contemporary art market by contributing to ecological and socially responsible practices while also supporting innovative and diverse artistic expressions. The gallery’s sustained prosperity and impact will be good for the art community and the globe at large.

Conclusion

Gazelli Art House is a well-known contemporary art gallery with a great reputation for promoting international artists and encouraging originality in the art world. The gallery’s broad and innovative exhibitions, events and educational initiatives reflect its clear vision and goal.

By implementing different eco-friendly projects and cooperating with organizations that support social causes, Gazelli Art House has established a dedication to sustainability and social responsibility. These efforts have assisted the gallery in differentiating itself from other art institutions and constructively contributing to society.

Furthermore, the gallery’s excellent economic strategy, which includes effective marketing and branding has allowed it to reach a varied audience globe. Collaborations with other art institutions and industry professionals have also helped to build its network and increase its influence in the art world. Overall, Gazelli Art House has shown extraordinary leadership in the contemporary art sector, both in terms of fostering creative and diverse artistic expressions and contributing to sustainable and socially responsible practices. The gallery’s sustained growth and impact will undoubtedly benefit not only the art world but also society as a whole.

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