Between Different Rhythms and Tones: Tough Times for the National Symphony Orchestra of Colombia

Since she was appointed General Manager of the National Symphony Orchestra of Colombia, Claudia Franco has focused on business management. She managed to boost the orchestra’s income through an ambitious commercial program that included concerts with famous artists, chamber concerts, recordings, and film soundtracks. Claudia herself counted on the commitment and willingness of the musician to carry out all the positioning activities of the orchestra in Colombia and abroad, but she admitted that they did not have an exclusive contract. In fact, many of them were hired on a temporary basis and most had part-time jobs to supplement their income. In view of the budget cuts announced by the government at the time, the Minister of Culture Mariana called for the introduction of a performance management system for the orchestra. She believed that information about performance was critical to making decisions about hiring and paying musicians. Cost containment and organizational efficiency were her top priorities. Musicians, on the other hand, were reluctant to compromise on performance metrics because they felt that difficult auditions, rehearsals, and live concerts were sufficient evidence of their artistic achievement and commitment to the National Symphony Orchestra. Claudia was in the middle of a fight: she knew that 80% of the orchestra’s budget came from the ministry and failure to meet the ministry’s demands could mean a significant cut in budget allocation. On the other hand, she needed musicians on board to implement her agenda. What alternatives did you have and how did you address conflicting stakeholder demands?

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