ABSTRACT
Chapter 8 discusses the ideal profile of an orchestra CEO. The chapter explores the advantages and disadvantages of having a former musician or a skilled business manager as a CEO. It considers factors such as credibility with musicians and the public, adaptability, artistic understanding, and strong organisational and strategic skills. The chapter provides a comprehensive analysis of each profile, weighing their pros and cons, and offers insights into what makes an ideal top manager. It suggests that successful CEOs have a multifaceted approach with a strong emphasis on management skills and an appreciation for the creative process. They foster a collaborative environment that better navigates the challenges of a rapidly changing world and ensures their organisation’s continued growth and success. The chapter highlights the importance of a balanced approach to orchestra management, prioritising management abilities without compromising artistic vision.
