A vast transformation of contemporary culture not seen since the breakdown of traditional arts and crafts in the industrial revolution is under way due to the impact of the digital and online environment. Artists, culture managers and cultural specialists today are confronted with radically different challenges and opportunities to those they faced in the 20th Century. There are a number of strategic forces which we need to take account of in career planning and in working in or running cultural organisations.
DESIGN Canberra is an illuminating example of many of the major contemporary trends in the creative and culture sector. Having heard about many of the issue it throws up, I’d like to talk briefly about some of the general issues this raises – moving from a specific case study to more strategic issues.
|Panel at 'Creative and Cultural Futures: Leadership and Change' - a symposium exploring the critical issues driving change in the creative and cultural sector.|
It’s easy to appreciate why someone would seek a career in the creative and cultural sector (‘whatever that is’, as my philosophy professor used to say). It doesn’t usually pay that well (but better than cleaning, or digging ditches – or filling them in again), but it’s interesting and fulfilling work.