Anita Scism Case Summary

Anita Scism had a well thought out plan, that eventually lead to a successful revenue increase. She knew there had to be a change within the performing arts program. Anita could have focused on the expenses that lead to the downfall for Walton. However, modifying the downfall's expenses, i.e... sponsorships, class fees, grants, and contributions, would not have fixed or increased the revenues (Todd & White, 2002). Although, in order to help cut costs, Anita had reduced the staff and took landscaping measures in her own hands. This is what it takes to play the role of President or CEO; getting your hands dirty and making decisions, others are not willing to make. Furthermore, cutting costs was not going to fix the problem, so Anita and the management team

created a criteria for the performing arts program. This was where the sales where the highest. Nevertheless, repeating the same old programs were not going to increase revenues. Walton had decided to rethink their vision; keeping it artistic and educational. Moreover, management created the idea by asking themselves these questions. Will the programs fit into what Walton is trying to do or say at the center (Todd & White, 2002)? Does the performance have integrity (Todd & White, 2002)? What horizon area will Walton hope to expand for the audience (Todd & White, 2002)? This was an excellent strategy to help expand managements minds and critical thinking. This also gave everyone an opportunity to be involved or have a say. Eventually, the criteria was established and the sales were increased. Strategic planning and critical thinking lead Walton to a successful revenue increase, as well as a president who had proven themselves dedicated and reliable.