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Value of corporate art, Deloitte presents a new framework

The value of corporate art enters a new phase with a Deloitte framework that aims to measure in a structured way the strategic weight of corporate artistic heritage.

How the value of corporate artistic heritage is being rethought today

Yesterday, Monday, February 23, the Leonardo da Vinci Auditorium of Deloitte in Milan hosted the presentation of a model dedicated to measuring the impact of corporate cultural and artistic assets. The initiative stems from research by the European Art Assets Observatory, developed by ARTE Generali in collaboration with the University of Pavia, Deloitte Private, and Banca Generali.

The meeting addresses a crucial issue for those managing internal artistic assets: how to transform corporate collections, corporate museums, and historical archives into measurable assets. Furthermore, the goal is to equip companies with concrete tools to evaluate the value generated by cultural initiatives in a comparable and verifiable way.

The analysis shows that only 36% (108 out of 300) of companies claim to own, manage, or actively interact with Corporate Cultural & Art Assets.

In Italy, however, the percentage rises to 56%, the highest among the countries examined by the research.

That said, the perspective is no longer limited to the aesthetic profile of the works. The new approach aims to read the effects on stakeholders, local communities, and territories, placing the cultural heritage within the broader perimeter of sustainability and reputation strategies.

How does Deloitte’s framework make cultural initiatives measurable?

During the event, the main data emerged from the Observatory were presented, and above all, the operational Framework designed to support companies in managing their cultural assets. The model proposes criteria and indicators to systematically link artistic activities and measurable returns for the organization.

It’s not just theory. The presentation integrates the results of experiments conducted with companies and foundations that participated as pilot cases, applying the measurement methodologies in the field. This way, it was possible to verify the model’s robustness in different contexts, from the financial sector to manufacturing.

Moreover, the pilot cases show how the measurement of cultural impact can interact with other reporting tools already in use, such as ESG reports or sustainability reports. The internal artistic heritage is thus included in a broader and more coherent evaluation system.

Why do collections and archives become strategic resources?

Collections and historical archives are no longer considered static elements, confined to exhibition spaces or storage. On the contrary, they emerge as dynamic resources capable of generating tangible value for the organization, from internal training to building corporate identity and memory.

The involvement of actors like ARTE Generali and Banca Generali clearly indicates that the sector is seeking more defined parameters to integrate art into business strategies. Compared to a purely conservative management of heritage, the new framework proposes a vision oriented towards cultural performance and impact creation.

Overall, the initiative helps bridge the gap between the cultural world and economic-financial logic, offering companies a methodological basis to view their artistic heritage as a true strategic asset.

Further insights into international trends in corporate art are available, for example, on the websites of the OECD, the Compendium of Cultural Policies, and Deloitte.

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