Link: PROPOSAL

Project Mangrove: A Strategic R&D Partnership with Soho Theatre

Introduction: Navigating the Intersection of Art and Artificial Intelligence

As Artificial Intelligence rapidly evolves, it presents both unprecedented opportunities and complex challenges for the creative industries. This technology is no longer a distant concept but a present-day reality, prompting urgent, nuanced conversations about its role in our work, our creativity, and our humanity. This document serves as a synthesis of the initial Research and Development (R&D) and discovery phase undertaken between Soho Theatre, a bold and forward-thinking arts institution, and Mangrove, a speculative design and AI R&D partner.

This report synthesises our initial findings to propose a strategic, human-centered path forward for AI integration at Soho Theatre. Our approach is not one of top-down digital transformation, but of collaborative exploration and co-creation, designed to empower staff and enhance the very human qualities that make Soho Theatre a vital cultural force.

This partnership represents a pivotal opportunity for Soho Theatre to not just adapt to technological change, but to actively lead the conversation and shape the future of the arts in an AI-augmented world. By engaging thoughtfully and playfully, Soho Theatre can set a new standard for how creative organisations can harness technology to amplify their mission and their impact.

1.0 Redefining Consultancy: The Mangrove R&D Partnership Model

In an era of disruptive technological change, the choice of a strategic partner is key. Any traditional model of a digital transformation consultancy— focused on selling specific products or imposing scalable, pre-packaged solutions—is ill-suited to the fluid and deeply human context of the arts. Crucially, as the technology itself is changing at an exponential rate, any rigid plan becomes obsolete almost immediately; by the time you would get up to speed with it... the world has changed. Recognising this, the partnership between Soho Theatre and Mangrove is built on a more agile, experimental R&D model designed for discovery, not prescription.

Mangrove, operates as a speculative design studio and R&D partner. As Rosie articulated, the objective is not to "slap AI everywhere." Instead, Mangrove engages in a collaborative experiment to discover what works specifically for Soho Theatre's unique culture and operational needs. We are not selling a pre-determined product; we are entering into a shared inquiry to explore possibilities, identify quick wins, and build a sustainable, internal capacity for innovation.

This approach is informed by Rosie's unique background, which combines her experience as a creative—a photographer, and director by trade—with deep expertise in technology and a focus on human-centered design. The Mangrove methodology is intentionally conversational and prioritises a nuanced understanding of neurodiversity and individual workflows. This perspective is uniquely suited to navigating the complexities of the arts sector, ensuring that technology serves the people and the mission, not the other way around. This partnership model is rooted in a distinct, human-first philosophy that serves as the project's guiding principle.

Mangrove’s focus is on creating the conditions for ideal systems to emerge and evolve, rather than being “designed” in the old fashioned sense. The technological landscape is shifting at such a pace that the best approach we can take is to be bold, adaptive and ambitious in our demands for the type of life and work we really want, not making do with what others have done before. 

2.0 The Core Philosophy: Augmenting Humans, Not Replacing Them

Our core philosophy is to create a virtuous cycle where AI-driven efficiencies directly translate into reclaimed time, which in turn creates the "brain space" necessary for creativity, strategic R&D, and improved staff well-being. This initiative is not driven by a narrow pursuit of efficiency for its own sake, but by a desire to enhance human creativity and unlock greater strategic capacity across the organisation. Our conversations have consistently revealed that the most compelling applications of AI are those that serve profoundly human ends.

The primary goals of the partnership are centered on tangible, human benefits that fuel this cycle:

• Time Saving: AI's most immediate value lies in its ability to automate the repetitive, manual, and administrative tasks that consume valuable staff time. One team member described her recent experience using AI for fundraising bids as a "lifesaver." Similarly, another leader identified the burden of "competitive administrative work" as a key area for improvement.

• Headspace Creation: The time saved by automation is not merely a quantitative gain; it translates directly into the qualitative benefit of mental "brain space." As one subject reflected, the efficiency she gained has freed her up to finally pursue a project she has "wanted to do for a really long time." This reclaimed cognitive capacity is the essential raw material for creativity and strategic thought.

• Improved Work-Life Balance: This very "human approach" extends to fostering a healthier work environment. The aim is to empower the team to focus on mission-driven work during the day and, as staff articulated, simply get home and get to bed on time, creating more calm and reducing the stress of an ever-present administrative backlog.

These immediate wins fuel long-term strategic advantages. The creation of "headspace" directly enables the team to undertake new, creative, and ambitious projects, engage in longer-term R&D, and foster a culture where innovation and playfulness are not luxuries but core components of the daily work. This philosophy bridges the gap between technological potential and human purpose, setting the stage for practical application.

3.0 Initial Findings: A Snapshot of Opportunities and Concerns

The initial discovery phase, which included conversations with many of the senior team at Soho Theatre, revealed a consistent and insightful set of themes. While enthusiasm for AI's potential is palpable, it is matched by a thoughtful caution regarding its risks. This section distills these findings into key areas of opportunity where AI can deliver immediate impact and outlines the pressing concerns that must be addressed for a responsible and successful implementation.

3.1 Key Opportunities for Immediate Impact

• Reclaiming Time by Automating Administrative Burdens: Staff across departments identified numerous administrative "pain points" that could be streamlined. These include creating contracts, booking rooms, managing complex schedules across "two venues," and updating key documents like "brand guidelines and visiting company packs." Improving the time-intensive quarterly board reporting process was also a recurring theme.

• Unlocking Deeper Insights from Existing Data: There is a clear appetite to leverage AI for deeper strategic insight. Mark, the Executive Director, has already used ChatGPT for competitor analysis to understand Soho Theatre's position in the London cultural landscape. Jess Draper sees a powerful opportunity to analyse hundreds of participant feedback forms to identify trends that are currently missed due to the sheer volume of qualitative data.

• Scaling Strategic Capacity with AI as a Thought Partner: A recurring theme was the potential for AI to act as a thought partner or "chief of staff." A realisation during one conversation was a prime example; someone saw how she could use her chatbot, (already referred to by name) to brainstorm potential sponsorship partners—a task she estimated would be a "three days job for an assistant" that she simply doesn't have the time for.

• Capturing Richer Audience Experiences: AI opens up entirely new methods for capturing rich, qualitative data that were previously "inconceivable." Rosie's concept of using AI to capture and process audience feedback captured through audio recordings after a show resonated strongly. This would allow Soho to gather nuanced, emotional responses at scale, moving beyond simple star ratings and text boxes - moving way beyond the industry’s standard current, limited feedback mechanisms. It even opens up the possibility of really deep, formal research (if anyone is interested in that!)

3.2 Acknowledged Concerns and Risks

• Creative Copyright and Intellectual Property: This stands out as a primary concern, particularly regarding the integrity of artists' work. Staff expressed significant worry about original creative content being absorbed into public AI models. This is a critical issue for playwriting competitions like the Verity Bargate Award and especially for the "Primary Playwrights" program, where distinguishing an AI-generated play in the "voice of a 10 year old"from an authentic submission is a profound new challenge.

• Job Security and Human Replacement: A significant fear is that AI will be viewed as a tool to reduce headcount rather than augment the capabilities of the existing team. One person voiced this concern directly, worrying that the efficiency gains from AI could be used to argue against hiring additional human support, even when the need for human collaboration and ideation remains.

• Loss of the Human Touch: There is a strong consensus that AI cannot and should not replace the vital human relationships and nuanced, face-to-face conversations that are the lifeblood of the arts. This is especially true in roles centered on fundraising, artist relations, and creative engagement.

• Ethical and Safety Considerations: The team is rightly cautious about the ethical implications of AI, particularly its use with vulnerable individuals. The need for responsible implementation with clear safeguards and a commitment to human well-being was a consistent thread in our discussions.

These findings provide a clear mandate: to pursue the identified opportunities with an agile and experimental approach while building the necessary policies and cultural frameworks to mitigate the risks.

4.0 A Proposed Path Forward: An Agile Sprint-Based Approach

Based on our initial findings, the recommended strategy is to move forward with an approach that is experimental, agile, and designed to build momentum through tangible, human-centered results. This avoids a disruptive, top-down transformation project and instead fosters a bottom-up culture of innovation, starting with those most enthusiastic to engage. We suggest an initial intensive R&D / design sprint period of 4-6 weeks; we aim to maintain current momentum in a low-pressure way but produce real, tangible outcomes that have an immediate impact on day to day work.

4.1 Phase 1: Targeted Sprints for Quick Wins

The first phase should focus on small-scale, targeted "sprints" with individuals and teams who have identified clear "pain points" and are keen to experiment. This method is low-risk, demonstrates value quickly, and allows the organisation to learn by doing. This will be done through a design lens - divergent and convergent periods, focused on rapid iteration that does not immediately concern itself with scalability or wider adoption.

The goals of these initial sprints will be to:

1. Identify a Specific Pain Point: We will work collaboratively with individuals or small groups—such as with Peter and Kelly on brand guidelines, with Jess on analysing hundreds of participant feedback forms to uncover strategic trends, or Annie to transcribe meetings and claw back valuable hours spent on writing up minutes etc—to isolate one specific, time-consuming administrative task.

2. Experiment and Co-design a Solution: Using a hands-on, playful approach, we will test different AI tools and co-design a new, improved workflow for that single task. This is a process of R&D, not a simple software rollout, focused on finding what genuinely makes work better.

3. Measure and Share Learnings: We will capture the results of each sprint, measuring outcomes like time saved, reduction in stress, or quality of output. These success stories will then be shared across the organisation to build excitement, demystify the technology, and demonstrate its practical value.

4.2 Phase 2: Fostering a Culture of Innovation

Building on the momentum from Phase 1 and in parallel with it, the longer-term goal is to cultivate an internal culture of AI literacy and responsible experimentation. This involves two key components:

• A Living AI Policy: To directly address the valid concerns around IP, job security, and ethics raised by the team, we recommend establishing a "living AI policy." This should not be a rigid set of prohibitions but a flexible framework, providing clear guardrails on critical issues like data privacy while actively encouraging staff to explore AI's creative potential within those boundaries.

• Reinvesting Time in R&D: A core principle of this initiative should be that time saved through AI-driven efficiency is reinvested directly back into the staff. We propose establishing protected time for team members to learn, play, and explore further AI applications, creating a self-sustaining cycle of innovation and improvement.

This phased, sprint-based methodology will de-risk the process of AI adoption and ensure that its integration is driven by the real-world needs and creative ambitions of the Soho Theatre team, ultimately preparing the organisation for a larger leadership role.

5.0 The Vision: Soho Theatre as a Leader for the Arts

This R&D initiative is more than just an internal project to improve operational efficiency; it is a defining opportunity for Soho Theatre to assume a leadership role in one of the most significant cultural and technological conversations of our time. By engaging with AI thoughtfully, critically, and creatively, Soho can model a path forward for the entire arts sector.

Soho Theatre is uniquely positioned for this role. Its "bold, unapologetic brand," the "open minded and future thinking" leadership of Executive Director Mark, and its self-described "queer punk ethos" are foundational strengths. This ethos—one that sits "outside of the mainstream" and encourages questioning—makes it the ideal cultural foundation for exploring a technology defined by complexity and nuance.

The arts are, as we noted, "the perfect place" to host these conversations about technology and humanity. The sector is built to acknowledge "vast grey areas" and invite a multiplicity of voices—especially those of artists—to the table. By creating forums for open dialogue, as suggested during our discussions, Soho Theatre can become a central hub for the industry's engagement with AI, moving beyond fear and speculation toward constructive and creative application.

By embarking on this journey, Soho Theatre has the chance to purposefully design its future. This is an opportunity to not only enhance its own operations but to lead the industry's collective response, cementing its position as a vital, forward-looking, and indispensable cultural leader.

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Here is an overview of the key themes, categorized by the immediacy of the opportunity, while keeping our eye on the long-term strategic transformation.

Thematic Overview: From Firefighting to Fantastical Futures

I. Quick Wins: Liberating Ourselves from Admin Drudgery

One of the most immediate and satisfying areas for change is automating the inappropriate use of human time. The fear of AI feels instantly outweighed by the joy of offloading the manual tasks that are frankly, a terrible use of a senior person's day.

There is an emphasis on experimenting with Mangrove’s core ethos of conversation-first working, capturing information in whatever way suits the context (voice notes, conversations captured in team meetings, braindumps on a phone at 2am) and using AI tools to transcribe, tidy, structure and organise at speed.

Exciting Opportunities (The Dream)

Specifics & Momentum

Instant Meeting Notes & Transcriptions

This is the "biggest immediate uplift" identified. Imagine meetings where we focus entirely on the human dialogue, rather than scrambling behind a laptop keyboard. AI can instantly produce transcripts, summarized notes, and action points, even drawing from previous reports for context. One team member noted that this immediately saved them "a lot of time and anxiety".

Bidding & Contract Velocity

Staff are already finding ways to cut through the heavy lifting on things like big fundraising bids, where AI provides a valuable starting point to nuance and work with. We can run tricky contract clauses through AI to quickly assess risk or key points, meaning complex documents get handled in minutes instead of hours. This is relevant to many areas of document production and report writing across the org.

Systemic Consistency & Tone

We can rapidly draft brand guidelines that capture the authentic "punk cheeky tone of voice" or craft a boilerplate AI policy. This means less time spent manually ensuring every new colleague maintains the same voice, and more time actually being creative.

II. Long-Term Vision: Designing Our Perfect Operating System

The more exciting opportunities involve integrating systems and data silos, which requires a strategic, long-term approach:

• Busting Data Silos: We currently grapple with disparate data, like ticketing lists in Spektrix and various operational files. The ultimate vision is a central data lake where all information is connected and associatively linked, mimicking how human brains work - we suggest that this is broadly how all mainstream AI workflows are headed, including Microsoft 365 & CoPilot. This would allow us to pull out insights that would otherwise be missed—the hidden links between the Primary Playwrights program, a successful marketing push, and that fabulous press night dealing with "several drag queens doing photo shoot across the building and a massive patchwork elephant".

• The Artifacts Integration Dream: Managing two venues involves copious, repetitive administrative tasks like inputting showtimes, booking rehearsal rooms, and scheduling artist changing rooms through the Artifacts system. Staff wish they could simply "say look, my next big project is this" and have the AI help sort the logistics. Automating this complex scheduling and logistics management would free up vast amounts of operational time.

• Institutional Knowledge Capture: We can use conversation-first methodologies to easily capture "decades of work" and institutional knowledge from long-term staff, like on insurance or complex internal processes, simply by having them externalise their expertise through our workflows. This structured data then becomes the bedrock for onboarding new staff, who can access comprehensive insights conversationally, rather than wading through "unwieldy" handover systems - and crucially free up that member of staff from repeated interruptions from colleagues who need knowledge that’s currently stored locally (in their own minds). 

The Dual Track Approach: Playing while Planning

We are committed to operating on a dual track: embracing quick, light experimental sprints now, while rigorously planning the longer-term strategic vision.

The experimental track means we work with a couple of key, engaged, consenting staff on very specific, short-term tasks that immediately save time. This builds confidence, fosters a playful, iterative culture, and generates shared learning across the organization, rather than trying to enforce a perfect system that will be outdated by the time it launches.

Simultaneously, we must map out the long-term future, acknowledging the big concerns and the uncertainty of what is to come.

Addressing Concerns and Embracing Human Value

We acknowledged the significant concerns raised by the team, including fears around job augmentation vs. reduction, IP rights for artists, and the necessary security protocols for handling sensitive internal data.

However, the future is rushing in at an "exponential, gigantic pace", and ignoring it means being affected by it more dramatically. We must focus on what is certain—that big changes are coming fast—and leverage that inevitability.

• The Creative Imperative: We will not use AI to replace artists. Our commitment is to our organizational identity, which is founded on real, human creativity. There is reputational value in committing to using human photographers and artists, regardless of potential cost savings, because that authentic, live experience is the "lifeblood" of Soho Theatre.

• New Ways into the Arts: Instead of being sad about admin jobs disappearing, we should proactively design new ways for people to enter the arts. Time freed up from administrative drudgery can be invested in fostering talent, perhaps nurturing young people through programs like Primary Playwrights from an early age, without forcing them into early admin roles. This shift allows us to focus on what humans do best: strategic thinking, complex collaboration, and creating the spontaneous, shared experience of live art.

• AI as a Chief of Staff (Not a Colleague you have to worry about): The dream scenario is AI acting as a phenomenal "chief of staff" that knows everything about you and your organization, working 24/7 to support your best interests. It frees up your brain space and allows for fast, "wildly different" brainstorming on everything from strategy to funding, asking "what if" questions that would otherwise take days of human time. As one staff member playfully noted, the preferable view is having "Einstein that I chained up in a cell", allowing us to be super demanding of our new tools. AI is the middleware, helping individuals work in the way that suits them best, then structuring the output for others—enabling human collaboration to be "better".