Cultural Enterprises CEO Paul Griffiths is making it his mission to champion commercial enterprise within the cultural sector.
Read on to discover why Paul firmly believes cultural enterprise is not just a bolt-on – it’s the foundation of a sustainable, resilient sector.
In conversations across the sector, I often hear cultural enterprise described as an “add-on” — something that sits alongside the “real” work of education, heritage, or culture. But from what I’ve seen over nearly three decades leading organisations, enterprise isn’t an optional extra. It’s a necessity if we want a sustainable, resilient cultural sector.
The pressures on our sector are acute: rising costs, shifting visitor behaviours, and funding environments that grow tighter with each review. At the same time, the expectations on cultural organisations to deliver public value, inclusion, and sustainability have never been higher.
If we continue to treat income generation as separate from mission, we risk undermining both. Instead, enterprise must be embedded in our DNA: a driver of resilience, innovation, and community impact.
1. Enterprise sustains purpose – it enables us to invest in conservation, education, and public engagement.
2. Enterprise drives innovation – far from diluting mission, it sparks creativity, whether through retail, digital products, hybrid events, or partnerships.
3. Enterprise builds resilience – organisations with diverse, embedded income strategies weather shocks better and protect their missions.
At Painshill, embedding commercial thinking into every decision helped double visitor numbers and income while protecting the historic landscape. At the Mary Rose, enterprise programmes supported not just the museum but also education and apprenticeships. These were not bolt-ons — they were the lifeblood of sustainable impact.
As I get stuck I into my new role at the Association for Cultural Enterprises, I want to champion this simple truth: cultural enterprise is not a bolt-on — it’s the foundation of a thriving, sustainable sector. Over the coming months, I’ll be listening to members, gathering stories, and sharing insights about how enterprise is making a difference across our community.
I’d love to hear from you — what examples do you see of enterprise driving resilience and creativity in your organisation?
