CASE STUDY: Role Mapping at FACT Liverpool - The CEO's Perspective

Article written by Nicola Triscott, CEO at FACT Liverpool

The arts sector thrives on creativity and collaboration. So why do we organise ourselves like 1950s corporations?

Over the past two years, FACT has been reimagining its organisational structure, moving away from rigid hierarchies to a more fluid, purpose-driven approach that prioritises tasks and responsibilities over traditional job titles. As the sector faces increasing challenges, it feels the right time to share what we've learned.

𝗤𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝗶𝗻𝗴 𝗛𝗶𝗲𝗿𝗮𝗿𝗰𝗵𝘆 

When I joined FACT as Director in 2019, I was struck by how much creative energy was getting absorbed by its hierarchical structure. People were diligently performing their roles, but too often they seemed constrained from taking initiative and disconnected from our broader purpose. 

I was drawn to ideas of distributed leadership, influenced by my years working in a much smaller organisation and at the intersection of art, science and technology, where exciting discoveries come from genuine collaboration. I started cautiously - conversations about leadership, cross-departmental working groups, and testing an internal course for emerging leaders. Initial reactions were revealing. People worried about losing control, inconsistent decisions, and taking on more responsibility without additional pay. Change, I learned, can’t be rushed.

We persisted. The full staff team shaped our new EDI policy and jointly defined FACT's values. We made well-being a priority with a free healthcare plan and support structures. As we emerged from the pandemic, trust had strengthened between the new leadership and staff. Audiences returned and our programme flourished, creating conditions for something more significant.

𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗳𝗿𝗼𝗺 𝗢𝘁𝗵𝗲𝗿 𝗦𝗲𝗰𝘁𝗼𝗿𝘀

In late 2022, I looked to other sectors for fresh perspectives. While the cultural sector offered few precedents, business literature was full of innovative case studies. Companies like Zappos had experimented with radical models such as Holacracy and self-managing teams, though many had faltered, revealing the need for clear leadership and structure even within decentralised systems.

This research brought me to Sally McCutchion, a consultant who has moved beyond rigid frameworks to advocate for a purpose-led approach. Her method focuses on mapping roles against purpose in response to the organisation's needs, striking a balance between autonomy and accountability. This seemed the right approach for a publicly funded arts venue with multiple stakeholders.

Sally understands that structural change requires rigorous planning, starting with a deep interrogation of purpose and mapping outwards from there. It also requires confronting the gravitational pull of traditional job titles and static job descriptions that can confine people.

𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗶𝗻𝗴 𝗥𝗼𝗹𝗲 𝗠𝗮𝗽𝗽𝗶𝗻𝗴 𝗮𝘁 𝗙𝗔𝗖𝗧

FACT's role-mapping process has been deliberately gradual. We began by clearly defining our purpose and then identifying the roles required to support it. Sally worked with our management team to map the diverse roles within teams, grouping them into purpose-driven "circles" - initially resembling our existing teams but with clearer missions.

Using the pay-what-you-can software Maptio, we developed a dynamic Roles and Circles map, which is slowly replacing FACT’s traditional organisational structure. While we maintain job titles (because people like them), this evolving mapping tool provides a transparent way to visualise FACT's structure, reducing duplication and role ambiguity while identifying gaps where roles need to be defined.

Overview of FACT Liverpool Role Map on Maptio

𝗡𝗲𝘄 𝗪𝗮𝘆𝘀 𝗼𝗳 𝗪𝗼𝗿𝗸𝗶𝗻𝗴

FACT now operates through purpose-driven circles, each with clearly defined roles. Meetings have become more focused and productive. Instead of a management team, we have a Planning and Development Circle, where members act as links to their respective teams. People can propose new or altered roles within their circles or ask to be added. New roles and circles can be introduced as needed, ensuring adaptability.

Many challenges remain. Financial constraints limit our ability to properly compensate staff who want to take on wider roles. Sector - and individual - expectations still require traditional job titles and job descriptions. Keeping the map updated demands ongoing effort, and integrating our board of trustees into this model is a critical step ahead. Time is a constant challenge, especially as we need to maintain trust and ensure buy-in as we evolve.

𝗧𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗢𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗔𝗿𝘁𝘀

Despite these challenges, role mapping has strengthened collaboration, clarified responsibilities, and is allowing creative ideas to flow more freely across departments. People at FACT have a clearer understanding of how their work connects to our artistic programme, community engagement, sustainability efforts, and sector support. If a new initiative hits problems, it’s much easier to see what’s missing. If a new employee wants to understand how the organisation works in practice, it's far easier to read this from the role map than from an organigram.

Planning & Development Circle Overview

As the arts sector grapples increasing pressures - funding constraints, shifting audience expectations, social and environmental crises - institutional structures need to evolve to sustain both artistic energy and organisational resilience. FACT's journey isn't just about rearranging organisational charts but creating a more fluid framework that can adapt without losing direction, something we’re really going to need to achieve our future plans.

The arts sector has always been good at questioning dominant narratives in society. Perhaps it's time we turned that same critical lens onto how we organise ourselves. By staying flexible as our understanding of our purpose evolves, we hope to do more than just weather the changes ahead. We want to flourish.

Thank you to Nicola Triscott for this article and for her vision and commitment whilst working together.

Ready To Start Your Role Mapping Journey?

Understanding the role mapping process is the first step towards transforming your organisation. By clarifying your purpose, mapping work before people, and fostering collaboration through circles of roles, you can create a structure that supports both your current needs and future growth.

If you’d like to explore how role mapping could benefit your business, I’d love to help. Contact me here to discuss your needs. Together, we can create a structure that empowers your team and unlocks your organisation’s full potential.