Indonesians are known to have a high artistic spirit. This can be seen in plain sight. Many great artists were born from this country. In the world of movies, for example. Names such as Yandy Laurens (director of the now-popular movie Sore: Istri dari Masa Depan), Joko Anwar (one of his movies is Pengabdi Setan) and Hanung Bramantyo are certainly familiar. That’s just the directors, not to mention the actors and actresses. That’s just movie art, not to mention music, visual art, and other arts. In short, many people make their living from art. However, there is an interesting question: can art become the core business of a family business, which parents pass on to their children?
In a family business, inheritance is not just about passing on assets or leadership. It is more about preserving values, identity and dedication from one generation to the next. This challenge is even more complex when the business being passed on is arts-based-a realm that is full of creativity, personal expression, and value that is often difficult to quantify. So, what is the best way to ensure a family arts business stays alive and thriving in the hands of the next generation?
The Art-Based Family Business: Between Emotional Value and Commercial Demands
The art business whether it be a gallery, art studio, handicraft business, or music and film production house usually stems from a deep love of art. Its founders are often artists or collectors who see this business not only as a source of income, but also as a medium for expressing aesthetic values, history, and even spirituality.
However, the art business has unique characteristics that distinguish it from conventional family businesses. Profits can be volatile, the market is often highly specialized, and the emotional connection to the artwork or brand is often far stronger than in other businesses. Therefore, the process of succession planning for an art business requires a more careful and strategic approach.
What Are the Challenges?
There are a number of challenges faced in passing on art.
- Differences in interests. Not all family members have the same interest in the world of art, so inheritance can be merely an obligation, not a voluntary act. For example, not all children of directors, musicians, painters, and other artists are interested in following in their parents’ footsteps. Even if they are interested, the children may not share the same vision as their parents. If that is the case, the enthusiasm of the successors will fade, or even disappear.
- The next generation may have different artistic tastes or approaches from the founders, which can lead to conflicts between maintaining artistic ideals and pursuing the family business’s profits.
- Art businesses are often closely tied to the founder. When that figure is no longer involved, the business’s sustainability is at risk.
- Many art businesses still rely on specific projects without a solid management system, making it difficult to pass them on systematically.
Building a Strong Foundation for a Family Business
For an art-based business to endure across generations, it must first be built on a strong foundation. This means the business should not rely on a single individual. Establish a clear organizational structure. If necessary, involve experts while still preserving art as the “soul” that gives life to the business.
Create a kind of “legacy handbook” that contains the philosophy, vision, and history behind the key works. This helps the next generation understand the essence of the business.
A family business can expand its scope—for example, by selling souvenirs, offering training in the arts, or collaborating with other brands or companies. This way, dependency on a single product or market can be reduced.
Involve the Next Generation Early On
Don’t wait too long to do this. It’s important because the art world takes time to understand and appreciate. Involve young people in business activities, such as attending exhibitions, visiting studios, or watching the production process. Encourage them to learn about art and business management so that they are fully equipped. Let the next generation explore new ideas, both in terms of creativity and business strategy.
For family-based art businesses, documents such as a family constitution can serve as an important guide. Its contents may include the vision, mission, and values upheld by the family business, criteria for family members who can be involved, role and profit distribution, as well as succession plans and training for the next generation. With clear rules, the risk of conflict can be minimized, even for family members who choose not to be directly involved.
More than just a source of income, an art business is a cultural heritage that reflects the family’s identity. If managed well, an art business can be a source of pride and sustainable livelihood. However, without proper preparation, this heritage could be lost or become a burden for future generations.
Continuing a family business in the arts means preserving the spirit of creativity while building business resilience. It requires a balance between honoring the past and opening the door to innovation. Effective communication, thorough planning, and flexibility in the face of change are the key elements.
A family art business is like a precious gem beautiful, meaningful, and rich in color. However, this gem must be continuously polished through thorough planning, clear structure, and intergenerational collaboration. Only then can this artistic legacy continue to thrive, rather than merely becoming a memory of the past.
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