Here, you’ll find the latest in James Abruzzo’s media engagements—from interviews to articles exploring leadership challenges in arts institutions and nonprofits. His voice continues to resonate in conversations about governance, ethics, and executive leadership.
Combined Jewish Philanthropies of Greater Boston, one of the state’s largest nonprofits, gave longtime president Barry Shrage an unusual $1.34 million payment after deciding he had been underpaid for years.
Read Professor James Abruzzo’s letter on New York Times.
In one of the richest payouts for a U.S. museum executive, Museum of Modern Art Director Glenn Lowry earned $2.1 million in salary, bonus, and benefits in 2013.
James Abruzzo participated in research that examines the current and historical factors of the gender gap in art museum directorships. The findings introduce potential resources and considerations from other industries, and finally suggest some areas for further research.
James comments on the article: “The transparency rules for nonprofit organizations had much the same effect – nonprofit executive compensation has risen. However, in my experience boards and/or CEOs of nonprofit organizations that hire compensation consultants can learn adopt strategic compensation packages by …”
James is quoted on the relationship between compensation and executive market worth.
Read article.
Days ago, when President Obama announced stronger carbon rules under the Clean Air act, enforced by the EPA, he was confronted by Republican members of Congress clamoring that he was “overstepping” on business.
Corporate culture (Unternehdmenskultur) is a blend of the values, beliefs, taboos, symbols, rituals and myths all companies develop. Research demonstrates that ethical companies, with a culture and mission aligned with its values are, in the long run, the most successful. The same holds true for arts organizations (Kulturorganisationen): a healthy culture aligned with ethical values is what distinguishes the great arts institutions.
Selecting the ideal director is the most important responsibility of the museum board. The best directors strengthen the institution, motivate the staff, energize the collections, encourage the board and change the community. The wrong choice is usually evident shortly after the director begins but ends after a year or two of angst, board disaffection, staff defection and loss of attendance and funding.
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