A version of this article – which explores the value of intangibles to workplace wellbeing, (Millennial) talent attraction and retention, as well as personal motivation and mindfulness, plus associated relationships between the Arts and Business – first appeared in Artworks Journal, Issue 04, Volume 01, Spring/Summer, 2014.
Intangibles are like melted butter: Hot, slippery and likely to leave a mark. You can witness, but not see them; feel, but not touch; value, but not spend them (though maybe sell).
For a business world grappling with the new metrics of wellbeing and wonderment at work, intangibles carry the promise of inspiration and innovation. But how do you manage what you cannot measure? How do you budget for non-financials? How do you order the unknown?
Investment in the happiness and spiritual health of staff and the extended family of stakeholders can pay dividends in terms of triple-bottom-line performance, brand enhancement and positioning. As economic recovery gathers pace and Millennials flood the market, stakes are rising for staff recruitment, performance, satisfaction and retention. As a result, winning differentiators for an organisation and offer of employment are vital to understand and communicate.
A version of this article – which explores the sustainability of Cultural Tourism, its benefits and risks for Business, the Arts, Society and the Environment – first appeared in Artworks Journal, 3 December, 2013.
HI-LIGHTS, Martin Warden, LUMIERE 2011 Durham, produced by Artichoke. Photo: Matthew Andrews.
Tourists are money, as the Sex Pistols once said. According to the World Tourism Organization (UNWTO), just over one billion international tourists, together with almost six billion domestic, pay the wages of one in every 11 workers worldwide and pick up the tab for US$1.3 trillion in global exports. The numbers are not just big, but getting bigger: From a starting point of a mere 25 million international tourists enjoying post-War travel back in 1950, the forecast for 2030 is 1.8 billion, some 72 times that original figure.
Culture and the Arts are both drivers and beneficiaries of this wanderlust boom. Visual, performing and culinary arts are key players in the sustainable development of cultural tourism and, as tourists, culture vultures come in many forms – ranging from opera-lovers and theatregoers, to gastronomes, history buffs, ‘ethno-freaks’ and ‘archi-trekkers’. The one thing they have in common is the potential to impact the local economy, environment and community, for good or ill.
A version of this article – which explores co-creation in both the world of Business and the Arts, plus the prospects for cross-pollination between the two – first appeared in Artworks Journal, 23 September, 2013.
In tune with concepts of collaborative consumption and the sharing economy (particularly prevalent in the USA), ‘co-creation’ is currently very much in vogue for businesses looking to freshen up management, design and production processes, enhance communication upstream and downstream, foster stakeholder engagement, plus deliver both ideas and efficiencies. As a cutting-edge business strategy, the philosophy draws on the creativity of customers, staff and suppliers, combining all collective inputs to innovate and improve performance, sharing knowledge and learning. The paradigm shift is from thinking in terms of ‘goods’ to ‘services’, in pursuit of the co-creation of value.
In response, the world of the Arts is both learning and teaching simultaneously; picking up on these signals from business, as well as being seen as a natural arena for exploring alternative, open and dynamic new ways of working and thinking. But, why is this approach trending now?