This case study addresses the financial difficulties faced by the managing director and acting artistic director ten months into their leadership of Seattle Repertory Theatre, following the Great Recession, frequent artistic leadership transitions, and changing audience and philanthropic trends. One cost savings measure the new leadership inherited was a previous decision to close Seattle Rep’s offices and theater on Mondays in exchange for cutting salaries of most full-time employees by up to 20%. Due to an austere financial culture, and an unfortunate string of staff deaths, departures, and layoffs, staff morale was low. The leadership wanted to reopen the theater’s offices on Mondays, without a concomitant pay raise, driven by the notion that doing so would improve productivity, but faced resistance from the staff.Publication Date: 2017-03-28
Suggested Citation: Jason Najjoum, "Seattle Repertory Theatre (May 2015)," Yale Theater Management Knowledge Base Case 14-75, March 28, 2017
Keywords: Case Video, Performing Arts, Leadership Transition, Organizational Culture, Financial Management, Governance
Teaching Notes: Yes (please contact email@example.com)
About the Theater Management Knowledge Base
This case is from the Theater Management Knowledge Base, a body of arts management material created by Yale School of Drama Theater Management students and faculty, overseen by an editorial board of leading practitioners. For more information or for help in selecting cases suitable for your educational or organizational purposes, please email firstname.lastname@example.org.