Turnaround and Transformation: Leadership and Risk at Boston's Institute of Contemporary Art

Author(s)
Cate Reavis
 
Date
2010
 
 
Source
 
 
Abstract
In 1998, Jill Medvedow was hired as the director of Boston’s Institute of Contemporary Art. Her mandate was to reinvent a museum that had no permanent collection, drew a mere 25,000 visitors a year, and had few members and almost no money. This case demonstrates how Medvedow was able to rebuild (literally and figuratively) a powerless organization by being disciplined, getting people to believe in an idea, and taking many risks.
 
Access through the Cases and Simulations Portal from Rutgers SPAA
 
Copyright © 2017, Rutgers, The State University of New Jersey. All rights reserved.