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Find out more about the work: table of contents

Part 2. The decade 1994-2004

Chapter 5. Results

• Constitution of a lyrical repertoire
• Ballet, or the continuation of a tradition of excellence and the pursuit of eclectic scheduling
• The audience growth meets expectations and predictions
• Validity and limits of comparisons between the main opera houses in Paris, New York, Vienna and Munich
• Economic control of operations improved relationship between Opera and the State administration

Chapter 6. The three financial fundamentals of the Paris Opera

• The theatre "in operation"(the so called “théâtre en état de marche”)
• The balance between variable resources (other than public) - variable costs
• Investments funding

Chapter 7. Hugues Gall : The man and his leadership

• Three founding decisions
• The artistic director
• The head of the house
• The man
• Key partnerships welcoming political and civil society leaders

Chapter 8. The balance of power between the state administration, opera management, permanent artists, technicians and employees

• Key lines of the renewal
• The balance between the State administartion and the Opera management: redistribution of roles that erases years of confusion
• The governing bodies of the Paris Opera
• Still sensitive relationship between management, staff and union representatives

Chapter 9. Explanations of improved economics

• Improved productivity and economies of scale
• Cost and time reductions in technical production
• A repertoire that balances cost and quality

Chapter 10. Management of artistic activities

• A balanced choice of lyrical and ballet shows
• The balance between staging ambitions and financial/technical imposed constraints
• An organization guided by an efficient production of each show
• A constraining management of schedules
• Management of guest artists
• However the picture is not idyllic

Chapter 11. A new marketing strategy

• An increased but not enlarged audience
• Diversity of shows proposed
• Diversity of sales channels
• Targeted communication
• New price dynamics
• An attempt to conciliate different audiences
• A dynamic marketing strategy

Chaptre 12. The organisation and staff management

• The main operations of the Paris Opera - between traditions and improvements
• Artistic production, the “raison d'être” of the Paris Opera
• Stage organization revolution
• Transformations are linked to technology and improved staff capabilities
• Staff management
• Manpower and wages policies: evolutions and management

Chapter 13. Conflicts and their management

• The principal reasons for conflicts between 1995 and 2004
• Management and unions conflicts: attitudes often ambivalent
• The state administration faces contradictory preoccupations when conflicts occur
• Two social crisis in 2000
• Were the 1994-2004 conflicts irrevocable?