15 January 2018
Lorenz Huber: The digital orchestra – a dual strategy

Lorenz Huber is a management trainer, a conductor and a pioneer of the training method “Conducting”. He founded the Leadership Orchestra and is coaching executives.

The recording of the New Year’s Concert by the Vienna Philharmonic Orchestra was released on 5 January. The orchestra proves once again that it is the world leader not only musically but

also in terms of marketing. It bears mentioning that there is a Presto furioso in marketing on the one side and an Andante ma non troppo in the musical work on the other side. In an interview for the radio station Ö1 on 1 January, chairman of the board Froschauer and managing director Bladerer characterized the already 47-year-long collaboration with Ricardo Muti as the secret of success. Muti knows the orchestra like no other conductor and is, therefore, a guarantor for continuity in the orchestra’s sound. When asked about the strategy for the future, Froschauer and Bladerer referred in particular to continuing the orchestra’s tradition. It seems that they deliberately pursue a dual strategy of acceleration and deceleration. “The Viennese” are not alone in that respect.

The Berliner Philharmoniker and their Digital Concert Hall are pioneers in worldwide marketing of livestreams, archive recordings and backstage reportage. The high economic viability they achieved gives them artistic freedom, which is, however, consistently defended as a rest zone against digital overstimulation.

Departure without arrival

Top orchestras around the world stand out due to their insistence on an intense collaboration characterized by personal relationships. They have learned to use only the digital possibilities that support their identity and creativity and to ignore the ones that provide outer speed but lead to inner stagnation. There are many lessons organizations as well as management teams and executives can learn from that.

In my work with executives, I often encounter a work culture of departure without arrival. Digitalization promotes and accelerates routine work. In team work, we have to ensure that everybody gets their solos. An orchestra is an illustrative example to make this comprehensible for a team. I think executives should not exhaust all possibilities of synchronization and control which digitalization nowadays provides. They should use them

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wherever they make a sense and are useful and always leave freedom for individual initiative and self-organization.

The significance of the last chord

Making music together, real collaboration within and with teams, developing products and the actual creativity – this must happen in true cooperation. Only afterwards digitalization can be used for marketing and refinement. We – as an executive team – can learn from music that every piece has “an ending”. What’s nice about conducting is that executives can simply “call it quits”. And what’s nice for the musicians is that they can foresee the end and even improve once again until then. This is what executives can learn from music: announce an end to their teams in advance whenever possible, come to a powerful end, clear then their minds and have their hands free for the next task.

FactSheet
http://leadershiporchestra.com/
Pioneer of the training method “Conducting”

Already in his childhood, he passionately devoted himself to music. But in 2001, at the end of his studies in conducting, he began to develop the training method “conducting for executives”, which he has applied in his project Leadership Orchestra to this day. Thus, he laid the foundations for his current consultancy work. Through his first customer project, an insurance company invited him to follow a trainer education program. At the same time, he constantly continued his studies in business administration, leadership theory, conflict management and ethics. He gave classes in the fields of management and leadership and headed a music school for six years. Lorenz Huber regularly acts as a speaker and chairman at major events. His activities led him particularly to Austria, Belgium, Germany and Hungary. He teaches at the music academies of Vienna, Dresden, Salzburg and Munich, where he gives classes on sales, sponsoring and leadership. Lorenz Huber was born in Dresden and lives with his family near Vienna.

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