Creative work

[pic]

‘Rethinking the strategy while maintaining the positive externalities brought to the creative network of its geographical context’.

Creative work
Portfolio

TABLE OF CONTENTS

Abstract 3
Introduction 4
Current profile 6
Understanding GAP’s idea of creativity 6
Koestler’s creative process in Bilton’s value chain 7
Productionand distribution 9
The social capital 9
The importance of the Organisational Culture 10
Coordination and decision making 10
The new strategy 11
Why a new strategy Is needed? 11
Internal analysis 11
External analysis 13
Considerations for the new strategy 14
Reinforcing core competencies 14
The need to work on the weaknesses 14
Considerations for the Missionstatement 16
Conclusion 17
Annexes – Interviews 19

Abstract

The focus of this paper lies on rethinking the main aspects of the strategy of the ‘Gracia Arts Project’ (GAP) - a cultural platform established in Barcelona. The heart of this strategic reformulation will be on fulfilling the GAP’s ultimate goal: to support the creative process of the artistic producers involved in the platform.Qualitative interviews to the key players in the process of strategy formation will contribute to the content of the strategic plan with practise-based examples. Existing literature in the organisation will be also analysed together with bibliography about contemporary debates around the complex networking scenario in which cultural organisations are operating. The main theoretical background willbe extracted from a deep analysis of Bilton’s (2006) concepts around the impact of the social networks in the creative process. As a result, this text will provide with a base of evidence to see the sights of the most appropriate points to follow for launching a professional structure in this emerging arts-based organisation. Speculative solutions will be offered to deal with the existing tensionaround the optimal level of professionalization for such a networking-type organisation.

Introduction

This report aims to analyse the arts-based organisation ‘Gracia Arts Project’ with the intention to provide key guiding points to reformulate its strategy. Alongside the examination, the focus will be on the impact that the strategy can have in the creative processes in which thisorganisation is likely to contribute. With this focal point, this research will try to give an answer to how the reformulation of the strategy can support those creative processes part of the network around the organisation.
In order to contextualise the GAP’s conceptualisation of creativity, the written statement of the philosophy of the organisation will be analysed together with responses in theinterviews around this concept and compared with Bilton’s (2006) definition. The next section will take as a reference Koestler’s (1966 cited in Bilton, 1986, p. 3) theory about how the connection of different artistic producers can influence positively to the creative process. This will help to understand the value the GAP can bring to the creative process. At this point it will be mapped that theinteractions occurring at the network will reinforce the production of symbolic meaning likely to be transformed into artistic production. The discussion will be followed by an examination of the production and distribution where main highlights of the team involved and about the coordination functions in the organisation. Finally, the following section will move to a discussion of considerations forthe reformulation of the new strategy analysing internal and external factors crucial to the organisation. After this, key considerations about the most appropriate way to reformulate the strategy will point out the importance of the core competencies of the GAP around the potential to achieve a network and produce positive synergies for the creative process thanks to the establishment of...