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2010 Annual Report - Interlochen Center for the Arts

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Thinking Ahead <strong>for</strong> an Uncertain Future<br />

Planning ahead is crucial <strong>for</strong> any organization in today’s world. Between 2005 and 2008, <strong>Interlochen</strong><br />

conducted a brand audit, a web communications review and an 18-month-long scenarios planning<br />

project. These ef<strong>for</strong>ts positioned us to respond to <strong>the</strong> increasingly volatile environment of <strong>the</strong> last<br />

two years, by helping us learn to manage <strong>the</strong> unpredictable.<br />

The U.S. War College uses <strong>the</strong> term VUCA to help military and government leaders anticipate and<br />

respond to global crises. The acronym stands <strong>for</strong> volatility, uncertainty, complexity and ambiguity;<br />

it’s a method of assessing <strong>the</strong> unpredictable that sheds light on <strong>the</strong> past year.<br />

Volatility: Recent years have brought a devastating national and global recession, multiple natural<br />

disasters, climate change, a worldwide flu pandemic and an increasingly hostile political environment.<br />

This volatility has created an atmosphere in which both public and private investment in <strong>the</strong> arts have<br />

wi<strong>the</strong>red, causing substantial reductions in staff, programs and marketing at nonprofit organizations<br />

across <strong>the</strong> nation.<br />

Uncertainty: Approximately 25 percent of <strong>Interlochen</strong> students travel here from ano<strong>the</strong>r country. Last<br />

year, several Asian governments reacted to <strong>the</strong> H1N1 epidemic by banning <strong>for</strong>eign travel. The recession<br />

continues to hurt many <strong>Interlochen</strong> families and prospective students. Uncertainty about <strong>the</strong> future<br />

prevents people from making decisions about <strong>the</strong>ir investments in education, <strong>the</strong> arts, discretionary<br />

spending and philanthropy.<br />

Complexity: The world is interconnected in ways never imagined 83 years ago, and <strong>the</strong> challenges faced<br />

by organizations today are increasingly complex. Decision making is compounded by highly polarized<br />

attitudes and opinions, by <strong>the</strong> speed and intensity of communication, by significant increases in new<br />

state and federal rules, and by an intensely litigious society.<br />

Ambiguity: One by-product of <strong>the</strong> speed of communications technology is that people want to know <strong>the</strong><br />

outcomes of <strong>the</strong>ir actions immediately. In an increasingly complex, uncertain and volatile world, this is<br />

an expectation that is difficult to fulfill. In <strong>the</strong> absence of clarity, many in today’s society are tending not<br />

to commit, to wait <strong>for</strong> <strong>the</strong> one “clear” answer.<br />

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