How to Fix the Boston Symphony Orchestra Mess and Cure the Ills of the Orchestra Industry at the Same Time

The Boston Symphony Orchestra (BSO) faces a crisis marked by disagreements among musicians, management, and critics. Musicians claim the music director was fired without consultation, while the CEO and board cite declining audiences, financial challenges, deferred maintenance, and a lack of community engagement. A New York Times critic criticizes subpar performances. The author, Thomas Wolf, proposes eight systemic reforms: redefine excellence to include community penetration; change the music director's role to include community leadership and presence; consider the whole community as the concert hall, requiring outreach beyond the main venue; look for multi-talented musicians with skills beyond playing; change the supply/demand equation by allowing diverse services to count toward weekly guarantees; improve governance with strong board leadership and musician inclusion; pursue local partnerships aggressively, including with smaller organizations; and work with conservatories to prepare musicians for new roles. Wolf argues that orchestras must adapt to the attention economy and go hyperlocal, citing successful public radio stations. He emphasizes that change is difficult but necessary for survival into the 22nd century.