From measuring activity to measuring impact

The situation

A national arts and entertainment agency was developing a new five-year Corporate Plan to lead its industry through a period of significant change and disruption, from shifting audience habits to streaming, AI and financial pressure. It needed a strategic framework its board and management could align on.

The problem

The agency had historically been judged, and had judged itself, on how much activity it funded rather than the impact it created. With the industry changing so fast, tweaking that approach wasn't enough: it needed a bold new vision and plan, built around impact

What we did

We built the fact base to ground the framework, drawing on a survey of ~1000 industry participants, audience and consumption trends, and an analysis of the industry's economic contribution and support structures, alongside how comparable agencies overseas were evolving.

The heart of the shift was moving the agency from measuring activity to measuring impact. We reframed the strategy around a clear purpose and an industry north star centred on audience impact, then built out the framework beneath it: five pillars, with objectives, measurable KPIs, initiatives and a realistic five-year roadmap.

We developed the framework using a hypothesis-led approach, tested and refined it against the evidence, and facilitated several workshops to align the board and management behind it.

A five-year framework anchored on impact, not activity

~1000 industry participants surveyed

Activity → impact the shift at the heart of the strategy

5-year framework to anchor the Corporate Plan

Partner-led, across Australia and New Zealand.

GNG Partners works with boards and senior executives across Australia and New Zealand, from Sydney, Melbourne and Brisbane. The Partners who scope an engagement are the people who do the work – meet the team behind these results.