[MUSIC] Wouldn't it be nice if things would just stay in one place? If we could all just polish up our competencies to deal with things. There are days when we all feel that it would be terrific to be in the movie Groundhog Day, just tackling the same problems until you get the perfect response. Well, life doesn't work like that. [NOISE] And I suspect that most of us in the arts and cultural sector would be pretty bored, pretty quickly if it did. There's a lot of change going on out there. And we need to change as well. So, let's look at what's changed and what it might mean for us. The world is quickly becoming more complex, more ambiguous. And because the world is hectic and unpredictable, having a vision isn't enough. It's an essential starting point but it isn't enough in and of itself. We have a framework from leadership training that describes the environments that we're now working in. And the acronym for the change is VUCCA. Volatile, unpredictable, chaotic, complex and ambiguous. Well, that's okay then. So, let's look at some specific global shifts that could have an impact on what we do, how we do it, and what we might do differently in the future. The first one is a shift of wealth creation from East to West. What does it mean for us, what do we think about in terms of growth and sustainability when the centers of wealth creation globally are shifting? The next is DIY Health, proliferation of apps and gadgets. And if people are prepared to wanna do DIY with their health, what makes us think they won't want the app for every other part of their lives? The notion of Dealer Chic, fixed price is very last decade. What does it mean for us, when the world comes to believe that there's always a lower price. Ecopsychology, green, that's no longer an optional color. These problems are not someone else's issues. We have to take a stand and our audiences want to know what that stand is. The idea of the urban pyramid, Prahalad's prescience yet again. We talked about the base of the pyramid being the growth sector for our work, but we also need to consider the migration to cities that's happening globally and what those demographic shifts mean for the long term future of our organizations. And then, finally point and know visual info gratification. People are now completely accustomed to being able to find out more right now, right here. What are we doing to help them? We talked about the growth of market thinking in the world and we've also talked about wealth and equality. So, let's take a look one more time at why both those things may change how we do, how we go about our work, and how we look at the context for that work. We also talked about disintermediation and what it means for our role, if everyone is seeking to create their own views of the world rather than just absorb ours. This is a huge shift in the world, and it affects everything that we do. How we communicate with audiences, how we give them a space to communicate with one another and with us, and how we sustained all of our relationships with our supporters. We talked about all of this new competition and about the need to take a step back, to think about how different the world is right now than it was when our organizations were built. It's exciting, but it's also challenging. You can see why we're so keen on resilience, and adaptability. When we think about disintermediation, we think about new ways of getting in on the act. Audiences are less, and less likely in the future to be interested in the single passive experience as their sole consumption, if you like, of the arts. [MUSIC] And the role of amateurs is also something we need to take a fresh look at. It's the fastest growing part of the arts and cultural world. And to paraphrase John Kreidler, it seems to be flourishing with our benign neglect. So, what are we doing to embrace this growing appetite? Finally, we'll talk a little bit more about working collaboratively later in this course. But working collectively whenever possible, is no longer a nice to have, it's a have to have. This is just one example of a fantastic collaborative venture that's creating new value. And it's increasing impacted the organizations involved. >> One of the most important things over the next two years for NGCV to work on is to keep Newcastle and Gateshead on the cultural map nationally and internationally. I think we have the most chance of succeeding by working together as a group of ten organizations, rather than attacking that ambition individually. >> Looking over the next few years, there are challenges for all of us. We've seen the world is changing very rapidly around us. We know that there's going to be much less public funding, and for a sector that's really relied on quite a large amount of public subsidy for the work that we do. That's going to pose challenges. Challenges for all of us, and the more ways that we can work together around being inventive, innovative and entrepreneurial in thinking about ways that we adapt to the new world and share our knowledge and share our information and intelligence about what's happening in the world around us. That's all for the better. So, really, for me, I think the strength of our collaboration over the next few years is going to be being bold, and being innovative, and being imaginative. >> In terms of NGCV's future, I think an important contribution that we can now make is take the model of collaborative practice that we've developed and share it nationally and even internationally. And that can be a major contribution to cultural sector that our group should make. >> I think the next two years are going to be, in a way, more of the same, but in a sharper-edged way because we know money's gonna get tighter for us all. We're gonna have more financial challenges in the next couple of years, so collaborations like this are gonna be more important than ever, and so will the sharing of good ideas. But there's a particular challenge in [INAUDIBLE] because all our venues, we're in the second half now of a 20-year journey. All our buildings are open, we're hard at work now, we're building profiles for them. Now, in a way, is the tricky second half of this two-decade journey when we have to build audiences for all these things and build really long-term, sustainable businesses. And there, I think collaborating amongst the ten of us is going to be more important than ever. >> So, lots of changes in the world, you're not alone, and you don't need to be. [MUSIC]
