021. Tradition and Technology: The Digital Transformation of Classical Orchestras
DOI: https://doi.org/10.31219/osf.io/85tp7
The COVID-19 pandemic acted as a catalyst for digital transformation across various sectors, including the classical music industry. Classical orchestras, traditionally reliant on live performances, were compelled to adopt digital platforms to continue engaging with their audiences during the pandemic. This period saw a surge in online performances, with orchestras streaming concerts to maintain a connection with the public. However, as restrictions eased and in-person events resumed, a decline in the viewership of digital performances became apparent. This shift suggests a clear preference among audiences for the live concert experience, raising questions about the long-term viability of digital performances for classical orchestras.
Despite this trend, the broader impacts of digital transformation on classical orchestras —beyond the digitisation of performances— appear to be more enduring. Over the past decade, digital strategies have significantly enhanced operational effectiveness, management practices, and community engagement. These advancements have streamlined administrative tasks, improved organisational efficiency, and expanded outreach efforts. Digital tools have also enriched educational programs, making classical music more accessible and engaging for a wider audience. While the initial embrace of digital performances may not sustain its momentum in the longer term, the lasting benefits of digital transformation in enhancing the operational capabilities and outreach of classical orchestras are undeniable. This evolution marks a critical step towards integrating digital innovations in a way that complements and enhances the traditional strengths of classical music organisations.
Digital transformation capabilities, which include sensing, organising, and restructuring, are essential for companies, including arts and culture institutions, to adapt to changes in strategy and business processes. These capabilities have been shown to positively impact operational performance, as they allow organisations to integrate their business processes and routines through digital technology to achieve a competitive advantage. In the context of orchestras, this suggests that adopting digital transformation strategies can enhance their operational effectiveness. The performing arts, including orchestras, are facing increasing pressure to embrace digital transformation due to changing consumer relationships and demands for new experiences. Technology is playing a crucial role in altering how audiences engage with the arts. Orchestras are rapidly adopting digital technologies such as social media, streaming, and online ticketing. However, these initiatives are often fragmented and challenging to assess. Research indicates that engagement is a critical construct for digital transformation in the performing arts, and digital engagement can significantly impact the success of these institutions.
The digital transformation of classic orchestras should therefore be seen as a multifaceted process that goes far beyond the digital distribution of performances as it mostly involves involves reconfiguring organisational resources, adopting new technologies, and addressing the challenges of preserving musical works in the digital era. This comprehensive approach —that recognises the depth and breadth of digital transformation's impact on classic orchestras— covers a strategic realignment of organisational resources, the adoption of cutting-edge technologies, and a concerted effort to preserve musical heritage in a digital context. The following key insights further elucidate the nature of this transformation, underscoring the necessity for a holistic integration of strategic vision, resource management, and technological innovation within the orchestral domain:
Digital transformation in classical orchestras requires alignment between strategic logic, resource allocation, and capabilities, with information technology playing a pivotal role in this process.
Innovative digital methods have been developed to study orchestral performance, offering insights into musicians' experiences, ensemble coordination, and audience perceptions, which can inform practices in the digital age.
The digital era has introduced challenges for the longevity of musical works, necessitating new techniques and practices to ensure the survival of compositions that combine traditional and electronic instruments.
Digital resources have significantly enhanced the efficiency and quality of music preparation for orchestras, with various software and hardware tools improving the clarity and legibility of printed music for performers.
German classic professional orchestras have explored innovations in management to adapt to societal changes such as digitalisation, while striving to maintain high performance levels and stakeholder satisfaction.
The digital transformation efforts of smaller organisations on O2O platforms, which include information diversity, responsiveness to customers, and the degree of functional use, have been found to positively impact customer engagement. This finding can be extrapolated to suggest that orchestras utilising digital platforms can enhance audience engagement by focusing on these aspects. The strategic vision on digitalisation and the mediating role of resource orchestration are crucial for the success of digital transformation in medium-size companies. Neither strategic vision nor resource orchestration alone is sufficient for high-level digital transformation, but a combination of these elements can drive cultural institutions to achieve significant digital transformation.
Digital transformation strategies have a substantial impact on the operational effectiveness and audience engagement of orchestras. By building digital transformation capabilities and focusing on digital engagement, orchestras can create new value and gain a competitive advantage. The strategic vision on digitalisation and effective resource orchestration are also pivotal in realising the full potential of digital transformation within these cultural institutions.
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More details and relevant bibliographic references may be found in my new book, Orchestra Management in Practice (Routledge, London, 2024).
The author, not a native English speaker, used Large Language Models (LLMs) for editing the article, addressing grammar, syntax, and spelling, enhancing fluency and readability. Academically, LLMs helped in peer-reviewing, identifying gaps, and suggesting improvements.
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