Sara Vuletic is an art and culture strategistworking at the intersection of cultural production, institutional leadership,and public value. Trained as a musician and curator, she has led and deliveredmajor cultural programmes and large-scale initiatives across Europe and theMiddle East, including a central role in Novi Sad, European Capital of Culture.She has served as UNESCO Media Arts Focal Point and ledinternational programme partnerships, with experience spanning cultural policy,institutional development, and cross-sector collaboration. Trained in Arabiclanguage and literature and cultural policy and management through the UNESCOChair programme, her work focuses on the organizational and governanceconditions that enable cultural institutions to remain credible, relevant, andsustainable.Dr. Patrick Duffy is an organization scientist,advisor, and author whose work focuses on organizational capability,governance, and performance. His career spans senior leadership, consulting,and research roles across services-led companies, public administration, NGOs,and the cultural and heritage sectors.He holds a doctorate in organization science and is knownfor helping institutions diagnose and address capability, capacity, andoperating model challenges through evidence-based design. Duffy worksinternationally with leaders and boards to translate strategy into disciplinedorganizational practice, particularly in complex environments under pressure.

• PrefaceIntroduction: Thinking Culture Differently 1. Culturein Times of Constraint and Opportunity2. Purpose: From Public Value to Program Reality3. Leadership: It's About How Culture is Experienced4. OrganizationCapability: Proving You Can Deliver What You Promise5. InstitutionalCapacity: What Stretched Resources Tells Us6. InstitutionalDesign: Why The System Makes Everything Harder7. InterpretiveStrategy: "Total Culture" and Keeping Promises8. Audiences,Community, Participation: Making Choices Strategic9. Partnershipsand Philanthropy: Beyond Leverage and Logos10. Cultureas Place-maker and Civic Actor11. TheCulture System: Seeing the Whole12. ThinkingCulture SystemAPPENDICESAppendix AA1 SocialValue & Impact EssentialsA2 SIAMethods "Out There" to "In Here"Appendix BB1 SocialImpact Assessment (Worked Example)B2 SocialImpact Evaluation (Worked Example)B3 Assessment& Evaluation NotesAppendix CLeadershipCapability Gap AnalysisAppendix DD1 FullWorked Example: VisitorExperience CapabilityD2 Rolled-upInstitutional Capability ViewD3 AssessmentNotesAppendix EMeasuring& Reporting Culture WorkAppendix FF1Interpretive Strategy AuditF2Interpretation Plan (Outline)Appendix GG1 AudienceChoice MatrixG2 ProgramPortfolio Balancing ToolAppendix HH1Philanthropic Alignment MapH2Co-investment ScorecardAppendix II1Commissioning Readiness ChecklistI2Risk-Reward Lens for Place-based WorkAppendix JJ1 CultureSystem Scorecard QuestionsJ2 CultureSystem Maturity ModelAbout the Authors

Sara Vuletic is an art and culture strategistworking at the intersection of cultural production, institutional leadership,and public value. Trained as a musician and curator, she has led and deliveredmajor cultural programmes and large-scale initiatives across Europe and theMiddle East, including a central role in Novi Sad, European Capital of Culture.She has served as UNESCO Media Arts Focal Point and ledinternational programme partnerships, with experience spanning cultural policy,institutional development, and cross-sector collaboration. Trained in Arabiclanguage and literature and cultural policy and management through the UNESCOChair programme, her work focuses on the organizational and governanceconditions that enable cultural institutions to remain credible, relevant, andsustainable.Dr. Patrick Duffy is an organization scientist,advisor, and author whose work focuses on organizational capability,governance, and performance. His career spans senior leadership, consulting,and research roles across services-led companies, public administration, NGOs,and the cultural and heritage sectors.He holds a doctorate in organization science and is knownfor helping institutions diagnose and address capability, capacity, andoperating model challenges through evidence-based design. Duffy worksinternationally with leaders and boards to translate strategy into disciplinedorganizational practice, particularly in complex environments under pressure.

• PrefaceIntroduction: Thinking Culture Differently 1. Culturein Times of Constraint and Opportunity2. Purpose: From Public Value to Program Reality3. Leadership: It's About How Culture is Experienced4. OrganizationCapability: Proving You Can Deliver What You Promise5. InstitutionalCapacity: What Stretched Resources Tells Us6. InstitutionalDesign: Why The System Makes Everything Harder7. InterpretiveStrategy: "Total Culture" and Keeping Promises8. Audiences,Community, Participation: Making Choices Strategic9. Partnershipsand Philanthropy: Beyond Leverage and Logos10. Cultureas Place-maker and Civic Actor11. TheCulture System: Seeing the Whole12. ThinkingCulture SystemAPPENDICESAppendix AA1 SocialValue & Impact EssentialsA2 SIAMethods "Out There" to "In Here"Appendix BB1 SocialImpact Assessment (Worked Example)B2 SocialImpact Evaluation (Worked Example)B3 Assessment& Evaluation NotesAppendix CLeadershipCapability Gap AnalysisAppendix DD1 FullWorked Example: VisitorExperience CapabilityD2 Rolled-upInstitutional Capability ViewD3 AssessmentNotesAppendix EMeasuring& Reporting Culture WorkAppendix FF1Interpretive Strategy AuditF2Interpretation Plan (Outline)Appendix GG1 AudienceChoice MatrixG2 ProgramPortfolio Balancing ToolAppendix HH1Philanthropic Alignment MapH2Co-investment ScorecardAppendix II1Commissioning Readiness ChecklistI2Risk-Reward Lens for Place-based WorkAppendix JJ1 CultureSystem Scorecard QuestionsJ2 CultureSystem Maturity ModelAbout the Authors

Sara Vuletic is an art and culture strategistworking at the intersection of cultural production, institutional leadership,and public value. Trained as a musician and curator, she has led and deliveredmajor cultural programmes and large-scale initiatives across Europe and theMiddle East, including a central role in Novi Sad, European Capital of Culture.She has served as UNESCO Media Arts Focal Point and ledinternational programme partnerships, with experience spanning cultural policy,institutional development, and cross-sector collaboration. Trained in Arabiclanguage and literature and cultural policy and management through the UNESCOChair programme, her work focuses on the organizational and governanceconditions that enable cultural institutions to remain credible, relevant, andsustainable.Dr. Patrick Duffy is an organization scientist,advisor, and author whose work focuses on organizational capability,governance, and performance. His career spans senior leadership, consulting,and research roles across services-led companies, public administration, NGOs,and the cultural and heritage sectors.He holds a doctorate in organization science and is knownfor helping institutions diagnose and address capability, capacity, andoperating model challenges through evidence-based design. Duffy worksinternationally with leaders and boards to translate strategy into disciplinedorganizational practice, particularly in complex environments under pressure.

• PrefaceIntroduction: Thinking Culture Differently 1. Culturein Times of Constraint and Opportunity2. Purpose: From Public Value to Program Reality3. Leadership: It's About How Culture is Experienced4. OrganizationCapability: Proving You Can Deliver What You Promise5. InstitutionalCapacity: What Stretched Resources Tells Us6. InstitutionalDesign: Why The System Makes Everything Harder7. InterpretiveStrategy: "Total Culture" and Keeping Promises8. Audiences,Community, Participation: Making Choices Strategic9. Partnershipsand Philanthropy: Beyond Leverage and Logos10. Cultureas Place-maker and Civic Actor11. TheCulture System: Seeing the Whole12. ThinkingCulture SystemAPPENDICESAppendix AA1 SocialValue & Impact EssentialsA2 SIAMethods "Out There" to "In Here"Appendix BB1 SocialImpact Assessment (Worked Example)B2 SocialImpact Evaluation (Worked Example)B3 Assessment& Evaluation NotesAppendix CLeadershipCapability Gap AnalysisAppendix DD1 FullWorked Example: VisitorExperience CapabilityD2 Rolled-upInstitutional Capability ViewD3 AssessmentNotesAppendix EMeasuring& Reporting Culture WorkAppendix FF1Interpretive Strategy AuditF2Interpretation Plan (Outline)Appendix GG1 AudienceChoice MatrixG2 ProgramPortfolio Balancing ToolAppendix HH1Philanthropic Alignment MapH2Co-investment ScorecardAppendix II1Commissioning Readiness ChecklistI2Risk-Reward Lens for Place-based WorkAppendix JJ1 CultureSystem Scorecard QuestionsJ2 CultureSystem Maturity ModelAbout the Authors