• Case Study: Children’s Theatre Company (2007)

    By: Sergi,

    This case study examines the Children’s Theatre Company’s strategic planning process. In the early 1980’s, the Children’s Theatre Company, based in Minneapolis, Minnesota, survived a traumatic crisis involving its Artistic Director, but resurfaced and stabilized with new leadership by the late 1990’s. The new leadership undertook a strategic planning process, which led to a highly anticipated building expansion and the fulfillment of Artistic Director, Peter Brosius’s ambition to extend programming to pre-schoolers and teens, which received unconditional praise from the media. However, the company’s rapid growth was not without challenges: an accumulated operating deficit of $1.5 million, and significant cash flow difficulties were starting to raise some red flags in the organization. Brosius and Managing Director, Teresa Eyring were very aware of the importance of the upcoming board meeting. After six months of conversations, retreats, and hours of debate, sometimes heated, CTC’s planning process was at a turning point when it was necessary to make tough decisions. The final goal of this meeting was clear: the blueprint of a new strategic plan made up of no more than 5 key strategies that would guide the organization for the following 4 years.

    Children's Theatre Company [CASE STUDY]


    Filed in: Case Studies, Governance, Leadership, Organizational Direction
    Keywords: ,
    Added on: January 1, 2007