Analyze the impact on the organization

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Reference no: EM132252113

This paticular case study is a bit difficult for me to understand and I was wonderig if you can help me.

Discuss what steps they should take in finding an assignment was to reinvent a museum and you should analyze the impact on the organization, the workers, leadership, the customers, and the future of all involved.

Case study:

Turnaround and Transformation: Leadership and Risk at

Boston’s Institute of Contemporary Art

Cate Reavis

On February 9, 2009, Shepard Fairey, a renowned street artist known for his iconic red, white and blue, “hope”, “change”, and “progress” posters of Barack Obama that were used in the president’s election campaign, was on his way to an opening night party for his “Supply and Demand” exhibition at Boston’s Institute of Contemporary Art when he was arrested on an outstanding warrant outside the front door. Fairey had failed to appear in court three days earlier on a vandalism charge dating back to 2000.

While the arrest interrupted the opening night’s festivities—and was a definite downer for the nearly 800 people who were awaiting Fairey’s arrival, some of whom had purchased tickets on Craig’s List for $5001—it did nothing to dampen public enthusiasm for Fairey’s exhibit. Between February and the exhibition’s closing in August, 130,000 people attended the show.

In some sense, the Fairey incident was great PR for the ICA, an institution that had gone through an enormous transformation under its Director, Jill Medvedow. When Medvedow arrived in 1998, the ICA had no money, few members, no permanent collection, and, on a good year, clocked 25,000 visitors. Operating out of an old police station on Boylston Street, it was hardly a must-see cultural destination in Boston. It was considered less a museum and more an “insider’s art club”.2

By the time of Fairey’s exhibition, the ICA was, quite literally, in a very different place. In 2006 the museum celebrated the grand opening of its new $51 million building, located on highly coveted waterfront property in South Boston where, over the years, several high-end commercial developers had failed in their building attempts.

Medvedow’s ability to bring change to an organization that had no power, involved being disciplined, getting people to believe in an idea, and taking many, many risks.

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Reference no: EM132252113

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