Thanks to the Tate Modern, the Old Globe, and dozens of galleries and clubs, London draws millions of visitors every year, making it one of the cultural capitals of the world. Building on this reputation, the United Kingdom was one of the first countries to recognize the economic potential of its creative sector. By combining cutting edge enterprises such as gaming, fashion, and design with classical music, dance, and museums, UK leaders leveraged the economic muscle of the arts and positioned them as a contributor to a healthy society.
“Some think of the arts as takers—they are always asking for something. UK leaders flipped it around and said the arts are actually givers, generating a huge amount of product and profit,” says Richard Maloney, clinical associate professor and director of the Performing Arts Administration graduate program at NYU’s Steinhardt School of Culture, Education, and Human Development.
That groundbreaking approach has been examined, and replicated, around the world, Maloney says. It serves as an important case study for this graduate course, which combines traditional classroom instruction with a week-long visit to London, where students learn first-hand how the city’s world-class cultural organizations operate.
