Drawing The Best Leadership For The Global Arts & Culture Sector

The global arts and cultural sector is a powerhouse, generating nearly $2.3 trillion annually and employing over 6% of the world’s workforce and 3% of global GDP. It fuels creativity, drives tourism, and shapes cultural identity across continents.  

But behind the impressive figures lies a sector in flux. Today, success in this industry demands so much more from its leaders. Disruption is rewriting the rules, meaning that arts and culture leadership profiles are changing more than ever. Creative vision is only one small part of the overall picture alongside commercial agility, digital fluency and cultural sensitivity.  

We asked our expert colleagues from our global Arts and Culture Practice, spanning the UK, Middle East, Australia and Germany, to provide what this transformation means for leadership in their regions, and how it will define the future of global culture.

Uncertainties Across Markets  

UK

The UK’s arts, culture and heritage sector is facing profound disruption. Financial pressures from inflation, reduced public funding and local authority cuts are threatening the viability of many institutions.

Will Pringle explained: “The cost of living crisis continues to suppress attendance and therefore income, and the fundraising environment is now more competitive than ever. Post-pandemic audience behaviours have shifted with engagement remaining uneven and deeply unequal across regions and demographics.” 

Middle East

There is an unprecedented cultural transformation underway in the Middle East. Landmark initiatives such as Riyadh’s Royal Arts Complex and inaugural Cultural University, Abu Dhabi’s Cultural District on Saadiyat Island is emerging as one of the world’s most significant cultural hubs. Anchored by the Louvre Abu Dhabi, the district now includes the Zayed National Museum and the Natural History Museum, with the Guggenheim Abu Dhabi set to open in 2026.

These institutions, alongside Dubai’s Museum of the Future and initiatives such as the Dubai Orchestra project, reflect an extraordinary scale of investment and ambition. Collectively, they position the UAE as a global destination for arts and culture while reinforcing its strategy to project cultural soft power on the international stage. 

“Yet, similarly, geopolitical and economic volatility shapes funding and international partnerships, whilst multiple projects are competing simultaneously for audiences, recognition, and scarce leadership talent,” commented David Greenwood.

Digital disruption is reshaping how culture is consumed, while localisation policies increase pressure to develop national leadership pipelines alongside bringing in global expertise.

Australia 

“In Australia, the sector has also seen reduced public participation with a substantial drop at some cultural venues and events due to cost of living pressures compared with pre-2020. Decades of funding cuts and a lack of consistent policy direction have left many organisations financially vulnerable,” added Caroline Dever. 

Tertiary arts programmes have suffered cuts and a lack of alignment between formal education and industry needs are limiting entry pathways for future talent.

While some sector organisations are using AI to increase efficiency, many lack the resources of skills to effectively adopt new technologies, which is especially disruptive in screen and post-production environments.

Germany

Germany faces budget cuts and stagnant public funding amid rising costs for infrastructure, renovations, and energy, compounded by inflation. Corporate fundraising is also uncertain due to the economic downturn.

“The German sector is also seeing, like Australia, huge differences in the digital readiness of cultural institutions as audiences now demand digital experiences and social media presence. The use of AI is being applied to workflow processes, research, archives, as well as large language models (LLMs) as tools to analyse and stimulate audience engagement,” commented Nicola Müllerschön.

Why Your Next Leader Must Be a Hybrid Operator

UK 

This melting pot means you and your board need even greater capabilities from your cultural leaders. The previously successful artistic or curatorial figure is no longer enough, as the profile now demands a hybrid operator who can deliver creative vision with strength and resistance of character.

Commented Will: “Your leaders must demonstrate financial acumen and commercial agility to secure income streams and steer your organisation through volatility. Political fluency is also critical as leaders must champion cultural value with your stakeholders while managing reputational risk and ethical partnerships.”

A relentless focus on people leadership is now central to success, prioritising wellbeing, inclusion, and engagement to retain and inspire talent.

Middle East

The most successful leaders in the Middle East will be builders and transformers, able to take projects from concept to world-class execution, unite diverse stakeholders, and adapt quickly to changing global trends.

Australia

Australian boards are increasingly risk-averse, demanding evidence that artistic decisions deliver measurable impact, from audience reach to economic return.

“Arts leadership demands bold vision and adaptability; leaders must reflect Australia’s diversity, listen deeply, and bridge divides across artists, audiences, boards, and funders. Collaboration is vital as leadership is no longer about titles but about creating networks that enable creative risk while ensuring stability,” reflected Caroline.

Your future leaders must challenge convention, embrace technology, and drive cultural transformation, supported by development programs that promote educational reform.

Germany

German institutions are calling for leaders with strong financial skills with up-to-date controlling tools as well as a growth mindset to remain bold and innovative. Ideally, you have a dual leadership - the Artistic Director and the COO/CFO - while both of them understand each other’s responsibilities.

“Public authorities and boards in Germany are increasingly open to CEO and managing director candidate profiles from the private sector to professionalise management structures and processes, as well as finding new and innovative funding opportunities,” added Nicola.

Make Disruption Your Opportunity

Our client conversations increasingly look beyond immediate recruitment needs toward long-term sustainability. The central question is no longer only “who can lead now?” but “who can build a legacy institution that endures?” 

In many cases, disruptions are not only external ones. They are mirrored by the organisational set-up and condition which needs to be revised.

There’s a growing recognition that succession planning must be better managed, with an emphasis on future skills, enterprise-wide thinking, and the ability to engage with partners, governments and funders.

Driving Leadership That Thrives in Uncertainty

Odgers goes beyond executive recruitment, acting as trusted advisors, helping you rethink leadership for a rapidly changing world. Our conversations start with your context, because the right profile often evolves as challenges become clear.

We identify and develop leaders who can navigate complexity with confidence. When mapping the market, we focus on individuals who have proven their ability to lead through uncertainty, whether in similar institutions or in roles where their experience can be transferred effectively.

This means attracting world-class arts and culture talent while ensuring your leaders have the agility to succeed in your unique environment.

Ultimately, disruption creates opportunity. In uncertainty, the right leaders will not just deliver projects but will be change-makers who create institutions of global significance that reflect national ambition, and shape cultural identity that stands the test of time.

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Get in touch. Follow the links below to learn more, or connect directly with our dedicated executive search experts and Arts & Culture leadership consultants at your local Odgers office here.