It is easy to speak about the importance of culture in times of crisis. Much harder is deciding what we are prepared to change to ensure that culture continues to matter.
After more than twenty years working in the international opera world, I have become convinced that cultural leadership is not simply about protecting our artistic traditions. It is about questioning whether the way we operate still responds to the world around us.
In times of crisis, this question becomes particularly urgent. Cultural institutions must not only demonstrate why the arts matter, but also how they can adapt, collaborate and create meaningful opportunities.
This conviction led me to leave the traditional institutional system and build a different kind of movement through Opera for Peace.
Artistic excellence is not enough
During my years working in casting at the Opéra national de Paris, artistic excellence was naturally at the centre of every decision. It remains fundamental to everything I do today.
But excellence and opportunity are not always distributed according to the same principles.
An exceptional artist's career can depend as much on professional networks, financial resources and international mobility as on talent.
This raises an uncomfortable question: are we always recognising the best talent, or sometimes simply the talent that has had the best opportunities to be recognised?
For me, cultural leadership means confronting this distinction without compromising artistic standards.
The reality behind cultural diplomacy
International collaboration sounds wonderful in principle. In practice, it involves navigating different institutional priorities, funding structures, administrative obstacles and sometimes conflicting expectations.
Having worked across several countries and cultural systems, I have learned that successful collaboration rarely begins with everyone agreeing.
It begins with understanding what matters to each partner, identifying common interests and adapting without losing sight of the artistic purpose.
Trust is not created by signing a partnership agreement. It is built through the decisions we take afterwards, particularly when circumstances become difficult.
From artistic vision to lasting impact
We regularly hear that the arts are essential to society. I agree. But cultural organisations must also be prepared to demonstrate why.
Through founding and developing Opera for Peace, I have experienced the difference between having an artistic vision and building an organisation capable of sustaining it.
A vision can inspire people. But without strong partnerships, financial discipline and long-term commitment, even the most compelling vision remains an intention.
Idealism needs structure if it is to survive.
This is something I also emphasise in my teaching on cultural and social entrepreneurship: artistic ambition and practical responsibility are not opposites. They are inseparable.
Rethinking leadership
In times of uncertainty, the temptation is often to protect what already exists. But preservation alone is not a strategy for the future.
Cultural leaders must be prepared to question established models, collaborate beyond familiar circles and make decisions whose benefits may only become visible years later.
I do not believe every cultural initiative needs to change the world. Sometimes an exceptional artistic experience is already a remarkable achievement.
But I do believe we have a responsibility to ensure that our institutions, artists and audiences can thrive in a rapidly changing world, and we are arming our community of artists to be part of the change.
Ultimately, leadership is not measured only by the projects we deliver or the institutions we represent. It is measured by our willingness to challenge established practices and turn convictions into meaningful action.
In times of crisis, good intentions are not enough. What matters is what we are prepared to do with them.