Teresa D Harrison

This case study traces the flexuous journey of a small, nonprofit orchestra that experienced a series of governance-related existential crises over time. The most significant internal crisis occurred when the charismatic founder and music director suddenly parted ways in a situation marked by acute leadership conflict and severe financial distress. This left a strategic void in the organization. Subsequently, another crisis of leadership arose when a new artistic director, viewed as the new hope for the orchestra, suddenly left the organization, again due to conflict and distress. Soon after his exit, the COVID-19 pandemic created an opportunity for the organization to redefine itself. Despite existential threats, the organization not only managed to survive but also to strategically pivot itself to a new modus vivendi.