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I’m Siyi Wu, a cultural project strategist and visual designer based in New York & Suzhou. I committed to using storytelling to activate heritage, education, and community engagement.


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Ping Chong & Company
a case study project on leadership transition and governance in a nonprofit arts organization.

Project Description
This project examines Ping Chong & Company’s transition from a founder-led structure to a five-person Artistic Leadership Team (ALT). Using managerial decision-making frameworks, the study explores how collaborative leadership can address the challenges of capacity, communication, and legacy stewardship.
The analysis identifies both the risks and opportunities of decentralized governance, offering recommendations to strengthen internal processes, clarify decision-making, and activate PCC’s artistic archive as a resource for long-term sustainability.

Read our full research paper on this project:
1. Three-Year Strategic Transition Plan Analysis
2. Decision-Making Suggestion



Time Period
Mar. 2025 – Apr. 2025
Key Features
5-3-1 Decision-Making Model
Equity-driven leadership transition
01.
Leadership Transition Overview In 2022, Ping Chong and Executive Director Bruce Allardice retired, prompting a major organizational shift. PCC launched a three-year transition plan with consultant partners to redefine leadership, operations, and artistic direction under an equity-driven model.
 3-Year Plan(2022-2025)
Year 1 (Mar. 2022-Jun. 2023) – Foundation & Experimentation
  • Objectives
    • Transition from a singular Artistic Chair model to a five-person Artistic Leadership Team (ALT).
    • Establish leadership structures that support collective decision-making.
    • Celebrate Ping Chong’s 50-year legacy while initiating the next phase of artistic direction.
    • Expand PCC’s Undesirable Elements program and strengthen education initiatives.
    • Begin the process of archiving and preserving Ping Chong’s body of work
  • Timeline
    • Phase 1: Planning (Mar.–Aug. 2022)
      In the first stage, PCC secured a $900,000 Mellon Foundation grant with an additional $300,000 match, initiated executive coaching, and formed a Strategic Planning Task Force. To guide the transition, external consultants were engaged, including Leading ChangeMakers for organizational development, Mission Driven Consulting for fundraising, and Boo Froebel for strategic plan implementation.
    • Phase 2: Restructuring (Sep. 2022–Jan. 2023)
      PCC formally shifted from a single Artistic Chair model to a five-person Artistic Leadership Team (ALT), marking the most significant structural change. During this period, the company premiered Lazarus 1972–2022 at La MaMa, secured a $100,000 Howard Gilman Foundation grant, and completed the official leadership transition in December 2022. In January 2023, the ALT was publicly announced, including Nile Harris, Talvin Wilks, Jane Jung, and Sara Zatz.
    • Phase 3: Expansion (Feb.–May. 2023)
      The ALT began collective leadership operations in early 2023, experimenting with shared governance in practice. PCC hosted the Undesirable Elements 30th Anniversary Symposium at The New School, reinforcing its commitment to legacy preservation. The team expanded further with the addition of Mei Ann Teo as the fifth ALT member, bringing expertise in filmmaking, theater direction, and dramaturgy.
    • Phase 4: Growth (Jun. 2023)
      By mid-2023, PCC launched its first curated event under the ALT, An Extra Ordinary Afternoon at La MaMa, which symbolized its new collaborative artistic vision. The company also initiated a Strategic Communications and Branding Project, secured a $150,000 grant from the New York Community Trust, and raised $450,000 of its $600,000 transition goal. These milestones highlighted the organization’s move from founder-led to collaborative governance and its growing financial resilience.

    Year 2 (Jul. 2023-Jun. 2024) – Integration & Learning
    • Objectives
      • Fully integrate ALT across artistic and administrative roles.
      • Develop an artistic vision that honors PCC’s legacy while embracing new directions.
      • Test experimental programming to evaluate PCC’s producing capacityStrengthen equity practices and governance.
      • Enhance fundraising and financial sustainability.
      • Advance PCC’s archive in collaboration with NYPL.
    • Timeline
      • Phase 1: Leadership Integration & Organizational Refinement (Jul.–Sep. 2023)
        PCC implemented its 5-3-1 decision-making model, balancing artistic vision and administrative oversight. All five ALT members contributed to strategy, while three key administrators ensured accountability, and Jane Jung led financial stewardship. The organization expanded staff capacity with new hires in education, community programming, and communications. Strategic branding began with Flannel & Blade, including stakeholder interviews and audience research. Archival work advanced with the Winthrop Group, preparing for eventual transfer to the NY Public Library.
      • Phase 2: Artistic Experiments & Community Engagement (Oct.–Dec. 2023)
        The ALT held an off-site retreat to refine decision-making structures and embed equity across leadership roles. New artistic projects launched, including This House Is Not a Home (Nile Harris, co-produced with Abrons Arts Center) and Beyond Punishment (Kirya Traber, a social justice-focused collaboration). These initiatives combined experimentation with a commitment to community-centered storytelling.
      • Phase 3: Organizational Development & Governance (Jan.–Mar. 2024)
        Capacity building continued with the hiring of an Operations Manager and the adoption of peer-to-peer review practices, inspired by Liz Lerman’s Critical Response Process. ALT and the Board redefined governance roles with guidance from Leading ChangeMakers and began developing a comprehensive Board Book. Archival transition progressed with assessments completed by Winthrop and early transfer discussions with the NY Public Library.
      • Phase 4: Organizational Development & Governance (Apr.–Jun. 2024)
        PCC staged A Communion at Judson Church, a ritualized performance celebrating past, present, and future through shared meals and art. The organization achieved a fundraising milestone, securing the final $210,000 match for the Mellon Foundation’s $900,000 grant, ensuring continued transition funding. Communications expanded through website updates and a social media series, #FromtheDeskOfTheALT, amplifying ALT’s public voice and stakeholder engagement.

    Year 3 (Jul.2024-Jun. 2025) – Execution & Future Vision
    • Objectives
      • Finalize and implement PCC’s long-term artistic leadership model.
      • Establish a sustainable organizational framework supporting multigenerational artists.
      • Solidify PCC’s programming direction, incorporating new commissions and evolving the Undesirable Elements series.
      • Develop a financial sustainability model ensuring long-term viabilityTransition PCC’s archives to a digital and institutional repository.
      • Complete the transition roadmap and fully integrate PCC’s restructured board and leadership model
    • Timeline
      • Phase 1: Leadership Model Finalization & Board Evolution (Jul.–Sep. 2024)
        PCC finalized its five-person Artistic Leadership Team structure and evaluated its long-term viability. The board completed a comprehensive Board Book outlining roles, responsibilities, and recruitment guidelines, while new members were brought in to align with fundraising and equity priorities. Organizational policies were updated to integrate Equity, Diversity, and Inclusion (EDI) principles across operations.
      • Phase 2: Archival Transition & Educational Programming (Oct.–Dec. 2024)
        This phase marked the completion of the archival transition, with Ping Chong’s archives formally transferred to the New York Public Library for the Performing Arts. These resources were activated for public and educational use, accompanied by new programming designed to engage communities and preserve PCC’s legacy. At the same time, fundraising and resource strategies were consolidated to ensure post-transition financial stability.
      • Phase 3: Strategic Communications & Rebranding (Jan.–Mar. 2025)
        The organization introduced a new public identity through rebranding led by Flannel & Blade. This included a refreshed name, website, and mission narrative that communicated PCC’s transformation from a founder-led entity to a collective, equity-driven artistic organization.
      • Phase 4: Post-Transition Vision & Sustainability (Apr.–Jun. 2025)
        This phase focused on consolidating PCC’s post-transition vision. Programming strategies emphasized innovation, multigenerational collaboration, and community engagement, while financial sustainability was advanced through diversified revenue and strategic partnerships. The newly established archive was activated through education, residencies, and outreach, ensuring Ping Chong’s enduring impact.

      Current Decision-Making Process at PCC

      5-3-1 model of leadership guides
      Five-Person Artistic Leadership Team (ALT)
      • 5 – Artistic Leadership Team (ALT): Nile Harris, Talvin Wilks, Jane Jung, Sara Zatz, and Mei Ann Teo collaboratively guide artistic vision and programming.
      • 3 – Core Managers: Managing Director, Associate Director, and Operations Manager oversee daily operations and accountability.
      • 1 – Managing Director: Holds fiscal stewardship and final approval on financial matters.
      Additional Structural Components
      • Board of Directors: Governance, fiscal sustainability, and PCC’s long-term vision
      • Advisory Committee: Engages key stakeholders, artistic collaborators, and industry experts
      • Consulting Experts: External advisors specializing in organizational development, equity, fundraising, and strategic communications
      02.
      Barriers, Obstacles & Facilitators       This section analyzes the barriers and obstacles PCC faced during its leadership transition, including operational adjustments, time and capacity limits, and resource strain, while also highlighting the strategic responses implemented to stabilize operations and support the ALT.
             Operational Challenges
      • Ongoing adjustments to new role definitions.
      • ALT members balancing part-time and full-time capacities.
      • Strain on decision-making due to distributed leadership.
      Time Management & Capacity Challenges
      • Difficulty aligning schedules across five-part ALT.
      • Unclear responsibilities despite RACI framework.
      • Need for improved prioritization and coordination.
      Resource Strain
      • Labor-intensive systems stretch staff capacity.
      • Limited bandwidth despite strong funding.
      Strategic Response
      • Hired Operations Manager (Stacy Waring) in April 2024.
      • Strengthened administrative support for ALT.
      • Streamlined day-to-day operations.
      03.
      Strategic Recommendation       This section outlines strategic recommendations for PCC, addressing challenges in leadership coordination, transition communication, and legacy stewardship. It proposes actionable solutions and phased strategies to strengthen governance, enhance clarity, and ensure long-term organizational sustainability.
             Suggestions
      1. Managing Time, Capacity, and Leadership
      • Problem
        The 5-person ALT faces complex scheduling and coordination challenges. Part-time roles and multiple deadlines make priorities difficult to align, while API charts clarify responsibilities but require constant updates.
      • Current Actions
        PCC adopted a 5-3-1 decision-making structure, developed API charts for role clarity, and hired an Operations Manager to support logistics.
      • Recommendations
        Introduce a rotating facilitator role within ALT to streamline agendas. Adopt a shared platform (e.g., Asana) for task-tracking and accountability, and establish bi-weekly cross-team check-ins to strengthen alignment.
      2. Clarifying and Communicating the Transition
      • Problem
        The leadership transition remains difficult to explain publicly. The complexity of a 5-person ALT can confuse stakeholders, and internal vision doesn’t always translate externally.
      • Current Actions
        PCC partnered with Flannel & Blade for rebranding, launched a “From the Desk of the ALT” social media series, and began updating its website and mission language.
      • Recommendations
        Develop a “Transition Story Hub” on the website, use concept maps to connect mission and programming, and host stakeholder listening sessions to gather ongoing feedback.
      3. Stewarding the Legacy and Archive
      • Problem
        PCC now holds full responsibility for Ping Chong’s archive. While the legacy is vital, it remains underutilized and lacks a long-term public engagement strategy.
      • Current Actions
        The archive has been transferred to the New York Public Library (NYPL). Occasional founder participation continues, and an archival assessment has been completed by the Winthrop Group.
      • Recommendations
        Form a Legacy & Archive Working Group (staff and advisors), create archive-based programming (workshops, residencies, curricula), and explore earned income models tied to legacy content.

      Short-term and Long-term Strategies
      Short-Term Strategies (3–12 months)
      • Clarify Decision Ownership
        • Clearly define ALT members(RACI).
        • Ensures role clarity, reduces overlap or ambiguity.
      • Launch An Internal Tracking System
        • Documents decisions, feedback, and next steps.
        • Ensures continuity, supports accountability, reduces communication gaps
      • Reassign Responsibilities According to Team Realities
        • Based on team members’ availability and role capacities.
        • Supports fairness, aligns assignments with member’s realistic capacity
      • Rotate a Facilitator Within ALT
        • Lead meetings and key projects, with a set schedule, clear roles.
        • Reduces individual coordination burden, preserves collective leadership
      • Strengthen External Storytelling
        • Publicly document PCC’s leadership transition and evolution through a 'Transition Story Hub'.
        • Boosts transparency, builds trust, supports peer learning, reinforces identity with funders and stakeholders.
       Long-Term Strategies (1–3 years)
      • Build a Post-Transition Leadership Model
        • Transition to a permanent collaborative structure.
        • Finalize and approve the model with Board vote.
        • Ensures stability and coherence, grounded in PCC’s values and lived experience.
      • Formalize ALT Onboarding and Training
        • Develop a standardized training program to embed collaborative culture, equity values, and decision frameworks.
        • Ensures continuity, preserves knowledge, equips future leaders for collective leadership.
      • Monetize and Activate Ping Chong’s Legacy
        • Form a Legacy & Archive Working Group to develop archive-based programs.
        • Honors Ping Chong’s legacy while generating mission-aligned revenue and deepening community engagement.
      • Codify and Align Communication Strategy
        • Finalize a messaging strategy (Flannel & Blade).
        • Ensures consistency, strengthens fundraising, clearly communicates identity to all stakeholders.