Core Viewpoint - The article discusses the challenge of balancing artistic purity with economic viability in cultural institutions, particularly in New Zealand, where government funding is being reduced, prompting a shift towards commercial models [1][2]. Group 1: Economic Challenges and Cultural Institutions - Auckland's mayor criticized the low visitor numbers at the Auckland Art Gallery, likening it to a corner convenience store, highlighting the economic inefficiency of cultural institutions [1]. - The New Zealand government plans significant budget cuts for the arts in 2024, pushing cultural institutions to adopt commercial strategies such as sponsorship, ticket sales, and merchandise, raising concerns about the potential loss of artistic integrity [1]. Group 2: Innovative Strategies for Cultural Institutions - The New Zealand Symphony Orchestra has successfully implemented a digital platform for live performances and rehearsals, reaching a broader and younger audience while supporting ethical farming through unique performances [2]. - The article proposes three strategies for cultural institutions: 1. Explore the commercial potential of cultural products to support core missions and reduce reliance on sponsorship [2]. 2. Foster entrepreneurial thinking to innovate traditional business models, moving from venue-based ticket sales to hybrid online-offline models [2]. 3. Engage in cross-sector collaborations to balance financial stability with cultural purity [2]. Group 3: Cultural and Commercial Synergy - The relationship between market principles and cultural values is not inherently oppositional; rather, it can lead to innovative solutions that enhance resilience and creativity in the arts [2]. - New Zealand's creative industries possess unique characteristics and economic viability, positioning them well for future societal contributions [2].