Photo credit: Scott Jarvie
The world today feels more confusing and chaotic than ever. We worry about the future of our jobs when management talks about changes in philanthropy, shifting ticket-buying habits, and, once again, the need for a “new model.” More broadly, we wonder what place symphony orchestras will occupy in a rapidly changing world.
In a landscape increasingly dominated by digital platforms and AI-driven media, I am, perhaps counterintuitively, optimistic. As more of our lives move online, and as it becomes harder to distinguish what is real from what is artificial, our communities will crave authentic, unplugged spaces, places of genuine human connection and shared experience. If we make some smart decisions now, orchestras can play an ever more relevant role in the new world. This moment offers us an opportunity not only to remain relevant but to strengthen our institutions and protect our jobs in the decades ahead.
One of the most important keys to surviving and thriving in the modern world is clarity about who we are and what we do best. Orchestras serve a specific and essential purpose, and it would be a serious mistake to lose sight of that by trying to compete directly with the for-profit entertainment industry. Taking on excessive financial risk in the media space, or dramatically increasing pops and non-classical programming in an effort to keep up, risks blurring our mission beyond recognition.
At the root of everything we do must be symphonic art. Yes, we must balance budgets and generate revenue, but the foundation of our work is artistic contribution, not entertainment for entertainment’s sake. Art and entertainment can and do coexist, and the line between them may blur at times. But our competitive advantage lies in what only we can offer: beautiful, live, symphonic music performed by human beings, in shared physical space. That is the market we are strongest in, and the one in which we are best positioned to compete.
Many of us hear repeatedly from management about the changing philanthropic habits of Millennials and Gen Z. This concern is real and supported by research. Younger donors are generally less inclined to give out of habit or tradition, and more motivated by authenticity, transparency, and visible community impact. They want to know that their support is making a real difference.
Meeting this moment requires more than new messaging; it requires real action. Orchestras that hope to attract and retain younger donors must actually be doing meaningful work in their communities. If our engagement is superficial or performative, it will not succeed. Donors are perceptive, and they can tell the difference between genuine commitment and box-checking. Authenticity is not a branding exercise; it has to be earned.
So what does this mean for us as musicians, and for the union? How do we help shape a future that is both artistically meaningful and economically sustainable?
First, it means developing and maintaining open, regular lines of communication with our management and boards. When musicians are completely siloed from strategic discussions, we risk learning about major initiatives only after decisions have already been made. Staying engaged allows us to advocate for a vision of the orchestra that prioritizes community impact and artistic integrity, ensuring that perspective is considered before plans are finalized.
Second, it means being willing to collaborate in specific ways. Musicians can and should be partners in education initiatives, community engagement efforts, and development events. Volunteering time and presence at community or donor events can strengthen relationships and reinforce the orchestra’s role as a part of the community. None of this is new, and many orchestras already do this work well. But if these efforts have stalled or never fully taken hold in your group, now is the time to recommit. The long-term health of our institutions may depend on it.
Third, musicians and committees should feel empowered to ask thoughtful, strategic questions, especially about projects that require significant investments of time and money. Does the orchestra need another costly recording project? Or would those resources have a greater impact if directed toward a community concert, an education program, or deeper local engagement? For every major initiative, it is reasonable to ask: What is the goal of this project? How does it advance our strategic plan? How does it position the orchestra for future success?
Most organizations already engage in strategic planning. Musicians deserve to understand that plan and to ask how proposed projects fit within it.
Finally, we must be clear about the limits of collaboration. Working together does not mean abandoning accountability. Musicians are not employed to do management’s jobs for them, and the complexity of the modern world is not an excuse for stagnation. We should expect good leadership, sound decision-making, and real progress, and we should not be asked to accept substandard wages, inadequate benefits, or diminished working conditions because “times are hard” or “the market is changing.”
The future of orchestras will not be secured by fear, retreat, or dilution of our mission. It will be secured by clarity of purpose, genuine community engagement, smart strategy, and musicians who are fully engaged in shaping that future.
