• Case Study: Mabou Mines (2009)

    By: Suzanne Riordan Appel, MFA/MBA '11

    This case study takes a look inside the renowned ensemble company nearly 40 years after its founding as Lee Breuer and his colleagues consider a transition to the next generation of theater artists.

    Although they had certainly begun to slow down, Lee Breuer, founder and co-artistic director, of Mabou Mines, 72, and Ruth Maleczech, founder and co-artistic director, 70, were both still creating work in 2009 and neither had indicated that they wished to retire. Frederick Neumann, the elder statesman of the company, and another co-artistic director, was no longer as active as he once had been in its productions and day-to-day operations, but he remained a committed member of the company. Co-Artistic Director Sharon Fogarty believed that the company members all shared the same expectations about the future of Mabou Mines. Eventually Maleczech, Breuer, and Neumann would step down and transfer the company into the hands of its younger co-artistic directors: Julie Archer, Terry O’Reilly, and herself. It was also expected that the company’s younger artistic associates: Karen Kandel, Clove Galilee (Maleczech and Breuer’s daughter), and David Neumann (Frederick Neumann and Honora Fergusson’s son), might eventually become the next generation of artistic directors.

    In a recent meeting with funders, a program director asked Fogarty if the company had begun to plan for the retirement of the company’s remaining founders. The funding agency had even offered to give Mabou Mines a grant to fund a succession planning process.  Should the company accept?

    Mabou Mines (2009) [CASE STUDY]
    Filed in: Artists and Artistry, Case Studies, Financial Management, Organizational Direction
    Keywords: , , , ,
    Added on: February 23, 2012