ABSTRACT
The experience of Glasgow City Council's organisational change in how it supported arts, culture and sport is viewed as one of success, particularly in helping the city redefine its image, enhancing its economic well-being, and developing its cultural infrastructure. In considering the specific case of Glasgow Life the authors draw upon ideas of adaptive strategy making and emergent and intended strategic thinking. Legally Glasgow Life is an independent charity, governed by a board, which includes city councillors, whose primary responsibility is the good of the charity. Much has been written about Glasgow's transformation – from its economic decline as a typical post-industrial city to a modern, creative centre and its successful re-imaging externally from the 'mean city' of the 1970s to the contemporary sports, culture and tourist destination of today. Glasgow is host to four of the five Scottish national performing arts companies, including The National Theatre of Scotland and Scottish Opera.
