Integration of the Utah Opera and Utah Symphony following its Merger

Case Questions
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Case Questions
Anne Ewers, general director of Utah Opera, is waiting for the Utah Symphony and Utah Opera boards of directors to decide whether to join Utah's top two artistic institutions. Combining the two companies makes sense if the values and personas can be harmonized. Both groups are dealing with a reduction in government funding, total expenditures allocated to the arts, and general financial strain. The arts, in aggregate, are looking for extra support. The Utah Opera would have access to a broader audience and more funding for the arts due to the merger. The Utah Symphony would profit from getting a good CEO (Anne Ewers), who has a track record of successfully collecting funding and can assist with the symphony's economic struggles. If the merger is approved, Ewers will be asked to take over as CEO of the newly formed company and combine the two companies.
Ewers had realized that merging was going to be a difficult task. She would have to start by bringing two disparate cultures together. Because the symphonic setting is so staid, symphonies are sluggish to change and are not accustomed to things happening rapidly, but opera companies are considerably faster to adapt to change. Also, the community's opposition to the planned merger was being reported in the local media, which was erecting hurdles. If the merger was to work, Ewers recognized that she would need the backing of the local community. She would have to find out a way to change people's minds. There was also the question of how the company should be organized. The majority of symphonies were set up such that the CEO and the music director both reported to the board of directors. Given the adjustments she would have to make, Ewers questioned if this would be the most productive structure. She needed to figure out a method to collaborate with the music director for her ideas to come together.
If I were in Ms. Ewers' shoes, I would outline my plan as follows. Prior to, during, and after the merger, I must provide a convincing approach to guarantee that the Utah Symphony's financial dilemma is a top priority. She expanded the number of shows from one to three by creating an endowment fund. She had shown her worth by expanding the Utah Opera's yearly budget from $1.5 million to $5 million. This, along with her extended strin...