Indonesians are known for their artistic spirit. This is evident to the naked eye. Many great artists have been born in this country. In the world of film, for example. Names such as Yandy Laurens (director of the currently popular film Sore: Istri dari Masa Depan), Joko Anwar (one of whose films is Pengabdi Setan) and Hanung Bramantyo are certainly familiar. This list could certainly be extended. That’s just the directors, not to mention the actors and actresses. That’s just film art, not to mention music, visual arts, and other arts. In short, many people depend on art for their livelihood. However, there is an interesting question: can art be the core business of a family business, passed down from parents to their children?
In a family business, inheritance is not just about handing over assets or leadership. More than that, inheritance is about preserving values, identity, and dedication from one generation to the next. This challenge becomes even more complex when the inherited business is based on art—a realm full of creativity, personal expression, and values that are often difficult to measure. So, what is the best way to ensure that a family art business survives and thrives in the hands of the next generation?
Art Businesses: Between Emotional Value and Commercial Demands
Art businesses—whether they are galleries, art studios, handicraft businesses, or music and film production houses—are usually born out of a deep love for art. Their founders are often artists or collectors who see these businesses not only as a source of income, but also as a medium for expressing aesthetic, historical, and even spiritual values.
However, the art business has unique characteristics that distinguish it from conventional family businesses. Profits can be volatile, the market is sometimes very specific, and the emotional attachment to the work or brand is often much stronger than in other businesses. Therefore, the process of inheriting an art business requires a more careful and planned approach.
What are the challenges?
There are a number of challenges involved in passing on art.
- Differences in interests. Not all family members have the same interest in the art world, so inheritance can be a mere obligation rather than a voluntary act. For example, not all children of directors, musicians, painters, and other artists are interested in following in their parents’ footsteps.
- When that figure is no longer involved, the business’s continuity is in jeopardy.
- Many art businesses still rely on specific projects without a solid management system, making it difficult to pass them on systematically.
Building a Solid Foundation for the Family Business
In order for an art business to survive across generations, it is necessary to first build a solid foundation. This means that the business should not depend on a single individual. Create a clear organizational structure. If necessary, involve experts while maintaining artistic values as the “soul” that gives life to the business.
Create a kind of “legacy guidebook” that contains the philosophy, vision, and history behind important works. This helps the next generation understand the essence of the business.
Family businesses can expand their scope. For example, they can sell souvenirs, offer training in the arts, or collaborate with other brands or companies. This reduces dependence on a single product or market.
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.
Invite the younger generation to participate in business activities, such as attending exhibitions, visiting studios, or observing the production process. Encourage them to learn about art and business management so that they are well-equipped. Allow the next generation to explore new ideas, both in terms of creativity and business strategy.
For art-based family businesses, documents such as a family constitution can be an important guide.
It can include the vision, mission, and values of the family art business, criteria for family members who can be involved, division of roles and profits, 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 a means of sustaining livelihoods. However, without careful preparation, this legacy can be lost or become a burden for future generations.
Continuing a family art business means maintaining a spirit of creativity while building business resilience. A balance is needed between respecting the past and opening the door to innovation. Good communication, careful planning, and flexibility in the face of change are the keys.
A family art business is like a precious gem—beautiful, meaningful, and rich in color. However, this gem needs to be continuously polished through careful planning, clear structure, and intergenerational collaboration. Only then can this artistic legacy continue to live on, rather than simply becoming a memory of the past.
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