ABSTRACT
This chapter begins with an account of the problem of mission drift that many organizations face while striving merely to survive. A part of the problem with mission focus is the difficulty of solving mission-related questions and communicating them across the organization, while making enough revenues to maintain the core focus of displaying a versatile offering of culture. Private cultural centers have a clear exposure to mission drift as they aim to fulfill their mission by acquiring a broad range of revenues. Being forced to find a variety of resources to maintain a center can shift the focus from the content to the revenues, the very definition of mission drift. The chapter presents the respondents’ view on potential mission drift in their organizations. As D. Chong stated, arts organizations need to be cost effective and aim at diversified funding sources and efficient management structures to secure financial stability without being guided by money.
