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MBA study: music industry career types and success factors Sabine Jones.pptx
- 1. All for one …. … and one for all Changes of career types and success factors (not just for the music industry) Sabine Jones © Shutterstock
- 2. © Shutterstock Is it what you know…. or who you know…. or… ?
- 3. TRADITIONAL Loyalty - Job for life Pre-1990s Identity: Organisational PROTEAN 1990s Adaptability – Different company roles Identity: Organisational and individual BOUNDARYLESS 2000s Agility – Job hopping Identity: Individual INTELLIGENT 2010s Autonomy – Freelancing Identity: Individual/personal THE FUTURE - ??? Altruism – Co-operation Identity: Communitarian Jones, 2017 Career Types – a journey through time
- 4. Adapted from Parker et al, 2009 1 2 3 Insights from the Study (1) Key success knowings 1 2 2
- 5. WHY WHO(M) HOW Extroverts Introverts Personality Jones, 2017 – image © Shutterstock Insights from the Study (2) The see-saw of success Networkers Super-specialists
- 8. Presentation first held at the MAP Music and Arts Production Event in Leeds, Nov. 2017 Concepts by the author except where mentioned otherwise. Images: Shutterstock Reproduction for non-commercial, educational purposes only! First presented 2017, updated 2023 Author: Sabine Jones, MBA www.sabine-jones.com Academic references: DeFillippi, R.J. and Arthur, M.B. (1994) 'The boundaryless career: A competency-based perspective', Journal of Organizational Behavior, 15(4) 307–324. Dellot, B. and Wallace-Stephens, F. (2017) The entrepreneurial audit. RSA Action and Research Centre. Available at: https://www.thersa.org/globalassets/pdfs/reports/rsa_the-entrepreneurial-audit.pdf [Accessed: 5 June 2017]. Hall, D T (1996) Protean Careers of the 21st century. Available at http://amp.aom.org/content/10/4/8.short [Accessed: 5 June 2017] Parker, P., Khapova, S.N. and Arthur, M.B. (2009) 'The intelligent career framework as a basis for interdisciplinary inquiry', Journal of Vocational Behavior, 75(3): 291–302. Schein, E.H. and van Maanen (2013) Career Anchors. Chichester: John Wiley & Sons Ltd. Sieger, P. et al. (2016) 'Measuring the social identity of entrepreneurs: Scale development and international validation', Journal of Business Venturing, 31(5): 542–572.
Editor's Notes
- The idea for my MBA research came from the question everyone in the UK music industry keeps asking: Is career success based on what you know? Or who you know? Or is it about your “why”, personality and motivation? Before I set out to interview 12 freelance consultants and 6 company representatives, I looked more closely into the development of career types (next slide)
- Traditional careers – (Schein and van Maanen, 2013) based on values such as loyalty - many of us have seen that in our parents or – in my case – my boss at GEMA the German copyright society– he was 40 when I joined and had already worked there for nearly 20 years. He retired after 40 years of service with GEMA - one employer. Talk about job for life! Protean careers (Hall, 1996)– from the Greek God Proteus, a shapeshifter, the main value here is adaptability. The CEO at PRS where I worked in the late 1990s executed a few top management shuffles – e.g. the international relations director and the operations director had to swap roles. Boundaryless career (DeFillippi and Arthur, 1994) – This is basically the total opposite to the traditional career. Whereas changing jobs and having only 2 or 3 year stints with one company was frowned upon in the past, job hopping became more socially acceptable. I myself had 4 different jobs in a ten-year period in the naughties – in the 1990s I had just one job. The main value is agility which went hand in hand with the mobility resulting from digitisation. There is an overall shift in identity of workers from organisational to individual. Intelligent career framework (Parker et al, 2009; van den Born and van Witteloostuijn, 2013) – this academic concept is based on the hypothesis that for a successful career, you need three so-called knowings. The know how, your skills and expertise, the know who, your network and relationships, and the know why, your personality and values. The latter strongly influence the overarching value, ie the need for autonomy and freedom – expressing your individual and personal identity through your work, is becoming more prevalent. Future: altruism/communitarian (Sieger et al, 2016)
- One of the main research questions was whether there was a hierarchy of the three knowings. Responses of the sample group ended up in 1 = HOW 2 = WHY 3 = WHOM: Know how is the basis – without which there won’t be a conversation with a customer Know why or a freelancers’ personality is second, since the fit into the organisation the freelancer works for is of importance, plus the freelancers values should ideally align with the companies’ e.g. in terms of ethical standards or what the company stands for (think ecological values, gender equality etc) To my surprise, despite the word in the UK music street, the know whom was listed with the least importance. All respondents found this exercise difficult and started their sentences with “it depends…” – some suggested a ‘joint’ silver between HOW and WHOM and that the WHY should receive the Gold medal. So could the WHY act as a ‘pivot’ for the HOW and the WHOM? Or does the WHY influence the HOW and the WHOM?
- If you flip the previous image of the WHY = 1 and the HOW = 2 and WHOM = 2 upside down, you end up with the WHY as the pivot/basis and a level plank of HOW and WHOM – in other words….. The see-saw of success! Not every freelancer can be an expert in everything or a super-specialist – and not every freelancer is a natural networker, either. My suggestion is through mutual support, complementing each other’s strengths and weaknesses, based on the hypothesis that super-specialists tend to be more introvert, freelancers should contemplate collaboration. Like puzzle pieces (next slide) We learn from those that are not like us (personal development module, executive MBA, Henley Business School – Dr. Chris Dalton)
- Like two puzzle pieces, natural networkers can catapult super specialists to the right clients, where the super specialists can eventually return the favour by recommending the all-rounders to their clients, or, if such an opportunity does not arise, they can help the all-rounders with special advice in their own future projects. The idea of complementing each other and mutual support led to the main recommendation of my study – to form very small FLC co-operatives where two opposites should build partnerships and then the extrovert can act as the link to another duo, eventually creating a bigger network, like chemical bonds:
- Practical example – Finance FLC / introvert/specialist – meets International Business FLC / extrovert/networker – benefits: both learn from each other Can be adapted to artist & manager; band members (e.g. Mick Jagger = extrovert, Charlie Watts = introvert – these are slightly exaggerated examples) Cf recommendation #14 in the Royal Society of Arts “Entrepreneurship Audit” (Dellot and Wallace-Stephens, 2017) – create co-operatives of the self-employed