We now have two chief arts officers in the making. Over the next few months we will be working closely with Mynewsdesk and Swedish Match to establish how the chief arts officer role will work for them. We have had more great response from other companies as well and are in ongoing conversations.
For some companies this is a completely new idea, and as with most new things, there are doubts and concerns. Other businesses have existing programmes in place that fit in well with the campaign, and it is more a question of how, not why? And of course everything in between.
This in between space is complicated. For many this means it will be avoided, but it mustn’t. Consider this as macro productivity, organisation-wide, and over years, not days or weeks. In order for businesses to thrive in the coming years they need to be agile, human, and innovative. The arts inspire individuals and teams to increase openness to change. The pace of change will only increase, and businesses will need engaged people who love what they do and where they work.
That is why this issue focuses on people, and philosophy. While things are moving more quickly it is all the more important to stop and think. Why are we doing this? How shall we do it? The chief arts officer can help organisations think fast and slow, and consider details and the bigger picture. There is no more business as usual.