The Digital Renaissance of the Arts & Culture Industry

The arts and culture industry holds immense significance in modern society, not only for creating, driving and preserving heritage, but for economic contributions as well as social and community cohesion. What challenges and opportunities lie ahead and how can leaders leverage this transformation to optimise future growth? In part one of this article, our experts from around the world discuss how the industry has evolved and the anticipated future developments. 

The future growth of the arts and culture industries hinges on the capability of leaders to continue innovating digitally. By tapping into online platforms, organisations can broaden their reach, engage new audiences and generate revenue streams beyond traditional ticket sales or memberships. Digital initiatives can enable cultural institutions to collect data on audience preferences and behaviours, informing future programming and enhancing visitor experiences.

They must also foster collaborations with tech companies and digital content creators to stay relevant in a rapidly evolving landscape. Embracing digital innovation not only ensures the survival of cultural organisations but also positions them as leaders in the digital age.

UK

The UK arts and culture industries have embraced digital avenues, catalysed by the pandemic. From virtual exhibitions to live-streamed performances, cultural organisations like the British Museum, National Theatre and Tate have leveraged digital platforms to reach audiences worldwide. This shift has democratised access to the arts, making cultural experiences more inclusive and accessible to diverse audiences.

The Tank Museum, based in Dorset, has unexpectedly become a robust example of effective digital innovation and online prominence with over 100 million views and 787,000 subscribers on its YouTube channel, more than iconic institutions like the Louvre and the Met. This success can be attributed to the expertise and passion of its video presenters, drawing a substantial audience, mainly from the US. The museum's online community has become a significant revenue source. 

Moreover, maintaining a balance between digital engagement and preserving the integrity of in-person experiences remains a challenge. Nonetheless, the digital landscape offers exciting opportunities for experimentation, audience engagement and artistic innovation, propelling the UK arts and culture industries into a dynamic and transformative future.

Australia

In 2023, the Australian Government launched its landmark national cultural policy, Revive, a five-year plan to change the trajectory of the creative sector and to deliver new momentum following the impact of the pandemic. Essential to the plan was an emphasis on “creative industries being future focused, technology enabled, networked and globally recognised through reciprocal exchange, export and cultural diplomacy”.

Australia has some of the highest levels of online participation, with approximately 96% of the population internet users. With the increasing digitisation of art and cultural activities, the entire cultural value chain is changing; this relates not only to how audiences interact and engage with art, but also how the sector operates, and artists collaborate.   

Whether it's live performance or the visual arts, the emphasis on digital remains critical to driving engagement with audiences.

The Australian Chamber Orchestra, one of the preeminent chamber ensembles, performs around the world but key to its strategy is “ACO on Demand” which includes StudioCasts, a series of concert films streamed across Facebook, Instagram, and YouTube. The move into new premises saw an opening festival of live performances, and in parallel a digital festival. As a result of its digital strategy, the ACO reached 7.1 million people across its social channels in 2022, a growth of 200% year on year.

Hobart’s Museum of Old and New Art (MONA) presents to all its visitors a device called the “O” which guides them around the museum, provides content on the works - in the absence of wall plaques - including interviews with artists and academic insights as well as enabling visitors to leave with a permanent digital record of the art they saw during their visit.

However, there is strong data to suggest that audiences often missed the atmosphere of a live event, exhibition or experience when visiting online. As digital technologies evolve, the pace of change will continue. In parallel, so too will the expectations of consumers. It is now incumbent on arts leaders to shift from a fixed and historical mindset to a flexible and growth mindset and to embed digital across all activities. The consumer experience is now one that must encompass digital and in-person.

Thanks to Odgers Berndtson’s global presence, our network can identify, attract and develop leaders with the talent, technological acumen and social responsibility to secure growth within this ever-competitive industry. 

The second part of this article will further explore how different regions are adapting to and capitalising on digital developments in this sector. 

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