In a cultural funding environment defined by short-termism, shifting grant criteria and rising operating costs, cultural organisations cannot afford to treat commercial strategy as an afterthought. The ones that will lead – not just survive – are those that embed entrepreneurial thinking into their artistic vision, rather than seeing it as a compromise. Ihitashri Shandilya joined Counterculture this year as a UN award winning cultural programme and partnership leader in the UK-India crafts space, delivering complex social enterprise initiatives that join up impact-led sustainable collections with museums, corporates and fashion retailers. Driving her initiatives forward is a strong core belief;
“What I have learned is simple but often resisted in the cultural sector: commercial thinking, when applied ethically, does not compromise values; it protects them.”
Ihita’s route into this work was deliberately cross-sector: engineering, ERP consulting with IBM and SAP, and then 15 years building creative enterprises in crafts and textiles that support sustainable livelihoods. Whether with MITHILAsmita in India or ArtNHer in the UK, there has been a consistent model – pair a clear revenue engine with a clearly articulated cultural and social purpose.
This became particularly clear during her Clore Fellowship secondment at the Tate, working with the Volunteers team and shadowing senior leadership. Tate offers free access to world-class art, underpinned by a strategic commercial arm – across retail, publishing, membership, catering, events and corporate partnerships – that directly supports its mission.
“Tate serves as a powerful example for smaller cultural institutions navigating today’s volatile landscape. As a Clore Fellow, it was a privilege to shadow senior leadership and understand how seriously the organisation treats its commercial strategy – not as an add on, but as an integral pillar of sustainability and governance.”
Commercial decisions are framed in terms of governance: how can a trading activity sustain free entry? Could risks be taken artistically without risking corporate partnerships? Whilst scale may differ, especially for smaller cultural organisations and artists spaces, it is still possible to adopt their mindset by asking ‘How does this income stream extend our mission?’ Ihita believes that with the right advisory support, organisations can identify ethical revenue opportunities, whether through products, digital platforms, licensing, learning, experiences or genuinely aligned partnerships. When these are rooted in the body’s narrative and governance, they serve to strengthen artistic independence.
Technology – especially AI and data – cuts across all of this as either an enabler for artistic freedoms and cultural integrity – or a risk.
“When applied rationally and ethically, AI can support operational efficiency, audience insight, digital access, and smarter decision making, freeing up human capacity for creativity and impact rather than replacing it. Used without clarity or values, it can do the opposite.”
The task is not to make cultural organisations focused on generating pound notes, diluting itself for corporates, but to assist in self-determination, increasing revenue so they can push boundaries and support artistic communities. Ihita’s aim is to support both non-profits and for-profits in the UK to help them build financially resilient models without losing the soul of their organisations. Counterculture is a natural partner for her work. Our consultants combine deep sector knowledge, commercial acumen and governance insight to help organisations move from abstract ambitions to concrete, income generating activity across a strong central artistic mission statement. Together, we work with clients to identify mission-aligned revenue opportunities, rigorously stress-test and market research these, and translate them into deliverable projects to strengthen artistic independence underpinned by financial stability.
In a climate where relying solely on goodwill and grants is no longer sustainable, and supply chains interconnect artistans and galleries across global divides, Ihita and Counterculture can help organisations build the confidence, tools and leadership capacity they need to grow – on their own artistic terms.