Aperture Foundation Organizational Analysis
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In this article, the writer discusses the Aperture Foundation, that was founded as a not-for-profit arts institution in 1952 by six people who had a vision of photography as a mainstream medium. The writer notes that although the Aperture Foundation has gained high praise for its independence and integrity in publishing the most innovative work in photography, it has required significant and generous support. The writer contends that the current challenge is to continue to promote photography and mount exhibitions while paying the expenses. In addition, there are pressures on the medium that have grown over the past decade because of advances in high-tech fields, from cameras to reproduction to the ubiquitousness of images and the difficulty of securing artists' rights. The writer makes suggestions and recommendations for changes and transitions in the Foundation's organization.
From the Paper:"The organization's structural integrity was challenged during the past five years by the deaths in quick succession of two of its Executive Directors, Michael E. Hoffman in 2001 (after he had been at the helm for 36 years) and Director Designate Paul Gottlieb in 2002. However, Ellen S. Harris has run the organization for more than a year and a half with a seasoned staff and a Board of Trustees. During that time, she has completed the exclusive agreement with DAP, and has moved the organization into new headquarters at the heart of the New York arts scene.
In addition, the Web site has been redesigned, and a licensing division was launched early in 2004 to develop revenues to support both the foundation and the artist-participants. In 2005, the organization planned to sell limited edition, affordable prints emphasizing contemporary photographer's work."
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Aperture Foundation Organizational Analysis (2006, December 20) Retrieved August 13, 2022, from https://www.academon.com/business-plan/aperture-foundation-organizational-analysis-75776/
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