embracing diversity can help build adaptive resilience suggests that continued and innovation is essential to future viability. Case studies These case studies are provided to: Illustrate real-life examples of some of the characteristics likely to build adaptive resilience Provide examples of good practice Explore some of the dilemmas and tensions inherent in embracing the creative case for diversity It is important to note, of course, that each organisation operates in its own context and lessons should not be applied in or to another organisation in a simplistic way, but used as stimulus for reflection and imaginative thinking around future planning. A Non-arts case study: Linklaters Linklaters is one of the five largest global law firms in London. It has 26 offices in 19 countries, almost 5,000 staff and revenue in 2009/2010 of £1.2bn. It works only on the most complex deals and cases, with 70% of its work being on multi-country or issues. It has very strategically and consciously embraced diversity. The Global Diversity Manager puts this very simply, and in words which certainly find an echo in arts rhetoric: “As a talent-driven organisation, Linklaters needs to attract the most talented people it can, to attract the kind of customers it wants to serve to meet its business goals.” A strong business case for diversity has been developed and accepted within the organisation. This responds to three external pressures as well as the case for talent. Firstly there is increased regulation of diversity and equality issues. Secondly, the media increasingly scrutinises the age, ethnicity and gender of lawyers, especially in high-profile cases, and looks for diversity. Thirdly, and perhaps most crucially, clients increasingly ask for diversity information – driven by their own shareholders or by regulatory contexts. Clients increasingly expect to see diverse teams working on projects, rather than all-male, all-white teams, for instance – an obvious parallel with the arts sector. Linklaters describes itself as essentially a people business, based on relationships as well as legal expertise. Its corporate responsibility strategy is built around three pillars: colleagues, clients and community, with diversity sitting across all three strands.
Purpose and values are shared and understood externally as well as internally – by partners and audiences An open, transparent culture encourages a diversity of and input from all levels of the organisation Less chance of ‘losing touch’ with changing environment – artists and audiences, funders, locality – due to diverse inputs Predictable financial resources derived from a robust business model A clear understanding of how the organisation generates income and creates value for others (i.e. a business model) connects activity, resources, customers and revenue streams A range of revenue income streams, derived from a range of activities, and sources, with some degree of predictability Budget includes income derived from exploitable assets (e.g. merchandise, intellectual property, consultancy fees) and expenditure relating to creation of current and future assets Diversity of revenue income streams on range of markets/customers/funders reduces risk of sudden decline Diversity within audiences increases potential reach Diversity integral to business model will be well rooted and give greater creativity and reach A diversity of organisational models and governance structures may increase opportunities and allow innovation (e.g. trading company alongside limited company charity) Strong networks (internal and external) Internal: Cross-team working is common and effective Flexibility in roles is encouraged Networking by staff at all levels is encouraged and supported Formal or informal platforms for ideas to be shared and nurtured in place External: Organisation works in collaboration to maximise its impact Information is drawn from broad networks and utilised Internal: Diversity of workforce integral to the of networks - creates learning, innovation, breadth Diversity of people involved in networks creates breadth and ideas External: Networks including diverse groups and communities of interest keep organisation in with more people Information coming from diverse viewpoints challenges established thinking
Staff at all levels are involved in appropriate networks and collaborations Key networks are targeted strategically New and diverse networks bring advocates for the organisation in different places Intellectual, human and physical assets Organisation makes best use, including sales where applicable, of intangible assets e.g. staff skills, intellectual property (IP) such as repertoire or data, relationships and physical assets e.g. buildings and equipment Budgets show planned investment into the creation and exploitation of new assets (e.g. new digital platforms, new repertoire, merchandise) By-products of primary arts activity exploited beyond event (e.g. from learning materials to T-shirts to DVDs of performances) IP may be shared with others to be exploited in collaboration with better places partners Spaces and facilities are shared with others, with either or financial income Diversity within workforce will tend to lead to diversity of assets and activities and ways to utilise them Diversity of kinds of assets will reduce risk and increase reach Diversity of markets and distribution platforms for assets increases resilience (less risk of total market failure) Diversity of products protects against shifts in individual markets Adaptive Skills Leadership, management and governance Leadership team provides clarity internally and externally, with appropriate decision-making processes Management and board always seeking improvement and while delivering current mission with flexibility Clear, challenging and supportive management and reporting systems in place, alongside open culture that involves all staff Diversity within leadership teams likely build adaptive resilience – broader skills base, different perspectives and more creativity Flexibility of approach for different situations will tend to for better strategic fit or suitability Openness and inclusivity encourages the culture of shared purpose