What good are artists?

Abstract

Purpose

Examining the techniques of a management consulting firm comprising actors, directors, producers, writers, musicians and other artists, the article reveals through several case studies how a company of avant‐garde artists has turned the lack of conventional business training from a competitive disadvantage to a unique benefit.

Design/methodology/approach

The article opens with a brief overview of the company, Learning Worlds, and its historical evolution from the Gertrude Stein Repertory Theater. From interviews with clients and several case studies, the article proposes three qualities through which Learning Worlds has demonstrated its value to global corporate enterprises developing sophisticated business products. These qualities are those of communication, differentiation and the perspective of “outsider” minds. The qualities are described and the part they have played in engagements with clients is demonstrated in three case studies, with Kepner‐Tregoe, LexisNexis, and Microsoft.

Findings

Arts training increases sensitivity to audiences, and improves facility with aesthetic impact, stories and drama. The avant‐garde impulse encourages organizations to look beyond the usual solutions and habitually search for difference. And an “outsider mind” sees through assumptions and around organizational barriers to discover new paths to success. Learning Worlds' success with clients is based on a willingness to grasp business issues, but hold onto the arts advantage.

Originality/value

By detailing qualities uniquely developed by artists and demonstrating how their expert application has led to success in particular situations, the article demonstrates the value of occasionally stepping outside determined best practice to try a different set of strategies for reaching winning solutions.

Citation

Reaves, J. and Green, D. (2010), "What good are artists?", Journal of Business Strategy, Vol. 31 No. 4, pp. 30-38. https://doi.org/10.1108/02756661011055168