management of cultural heritage and institutions - ed.5

DIPARTIMENTO DI ARCHITETTURA, INGEGNERIA DELLE COSTRUZIONI E AMBIENTE COSTRUITO

The cultural field is experiencing deep changes, nowadays, cultural heritage managers are strongly encouraged to pay attention in particular to two macro-trends: sustainability, in a broad sense, and technological innovation. Financial crises led, above all in Europe, to a progressive reduction of public funds and a greater participation of private companies in contributions and sponsorships. In addition to the economic aspects, cultural institutions are reconsidering their role and are wondering how to define, measure and communicate their cultural and social value. On the other hand, because of the digital revolution decision makers and museums staff has to face some challenges: - The definition of a technological strategy consistent with the mission of the institution; - The definition of priorities in accordance with the available resources and the verification of expected impacts; - The building of a long-term path that is able to ""engage"" stakeholders with new languages without sacrificing the cultural aims of the institution. In this context, the cultural manager is more than ever at the centre of a transformation that offers opportunities and risks, and he needs to combine the heritage conservation and enhancement with new technologies and an ever-widening network of stakeholders.

The cultural field is experiencing deep changes; nowadays, cultural heritage managers are strongly encouraged to pay attention in particular to two macro-trends: sustainability, in a broad sense, and technological innovation. Financial crises led, above all in Europe, to a progressive reduction of public funds and a greater participation of private companies in contributions and sponsorships. In addition to the economic aspects, cultural institutions are reconsidering their role and are wondering how to define, measure and communicate their cultural and social value. On the other hand, because of the digital revolution decision makers and museums staff has to face some challenges: - The definition of a technological strategy consistent with the mission of the institution; - The definition of priorities in accordance with the available resources and the verification of expected impacts; - The building of a long-term path that is able to ""engage"" stakeholders with new languages without sacrificing the cultural aims of the institution. In this context, the cultural manager is more than ever at the centre of a transformation that offers opportunities and risks, and he needs to combine the heritage conservation and enhancement with new technologies and an ever-widening network of stakeholders.

The Master is open to candidates with a Master of Science. For international applicants, the equivalent qualifications of the respective university systems will be considered

Milan

Director: STEFANO DELLA TORRE

Co-Director: DEBORAH AGOSTINO

POLIMI Graduate School of Management (MIP Politecnico di Milano – Graduate School of Business Società Consortile per Azioni)

ED. 26/A VIA LAMBRUSCHINI 4C

20156

MILANO

GIANMARCO LALLI

0223992820

ipa@gsom.polimi.it