Drew McManus

Due to the inherent separation between musicians and staff, most orchestras spend a great deal of resources (financial and time) distributing information to orchestra musicians and maintaining communication.  This occurs in the form of printing reams of paper for mailings, memos, schedules, maps, as well as hours and hours of labor to collate and prepare

I was recently reading an article in the October, 2002 edition of Harmony by Douglas Dempster that talked about Baumol’s Curse.  One part in particular that struck me was this excerpt:  “[Economists] William Baumol and William Bowen considered all “service industries,” (e.g., education and food preparation, as well as the performing arts) as opposed to

Recently I’ve received a couple of emails asking why I keep referring to dynamic and static analysis. The simple answer is because I find that overuse of static analysis is one of the root causes for the lack of innovation in the industry.  Here’s a real life example: Orchestra X wants to attract a greater

I recently received word from San Antonio Symphony musician and union representative Ron Noble about the results from their New Year’s Gala concert.  He said the event had such a large turnout that the gala made money, the concert paid for itself, and all of the musicians were paid their regular union wages.  So it