We’ve had this alarm call at slippedisc from musicians of the Hong Kong Philharmonic:
Tomorrow or over the weekend, the Hong Kong Philharmonic Orchestra will announce Bernhard Fleischer as Chief Executive and Patrick Ren as Deputy Chief Executive.
Needless to say, many people are scratching their heads because Bernhard has never worked for an orchestra, let alone in a management capacity. Because of this, the Board created a new Deputy CEO position.
People are worried.
An orchestra supporter, asking to remain anonymous, has asked the HK Government to intervene amid simmering confusion:
Attention:
Ms. Rosanna Law
Hong Kong Secretary for Culture, Sports and Tourism
Dear Ms. Law:
I write to you as a concerned citizen and long-time supporter of the Hong Kong Philharmonic Orchestra to express serious reservations regarding the proposed appointments of Bernhard Fleischer as Chief Executive and Patrick Ren as Deputy Chief Executive.
Over many years, I have developed an extensive network within Hong Kong’s arts community, including leaders of other cultural institutions and numerous long-serving musicians of the HK Phil. The consensus among these stakeholders is clear: if these appointments proceed, they will pose significant risks to the orchestra’s future and its standing as a leading international institution.
1. Lack of Relevant Experience
Mr. Fleischer is a videographer and filmmaker with no professional experience managing an orchestra. While he has filmed prominent classical musicians and built relationships within the industry, this does not equate to the operational, strategic, and artistic leadership required to run a major orchestra. The role of Chief Executive demands deep expertise in orchestral management, international programming, fundraising, and stakeholder engagement – none of which Mr. Fleischer has demonstrated.
Similarly, our incoming Music Director, Tarmo Peltokoski, has never held the position of Music Director at a major orchestra. While he is a promising talent, he requires strong, experienced leadership to support his development and navigate the complexities of leading an ensemble of this stature. Appointing a Chief Executive without orchestral management experience at this critical juncture is deeply concerning.
Several orchestra members have also expressed concern about Mr. Fleischer’s less-than-professional demeanour during his recent HK visit, describing certain interactions as unbefitting of a CEO. While these accounts vary, they raise legitimate questions about his understanding of the cultural sensitivities and professional boundaries required to lead a major orchestra.
2. The Creation of a Redundant Deputy Position
The creation of a Deputy Chief Executive role appears to be a direct response to Mr. Fleischer’s lack of experience. In fact, the job description for this new position mirrors that of the Chief Executive almost entirely, raising serious questions about its necessity and function. To my knowledge, no other major orchestra maintains such a role. This redundancy risks creating confusion, inefficiency, and internal conflict.
Mr. Patrick Ren, while courteous and well-intentioned, does not possess the international experience or vision required to guide an orchestra of HK Phil’s stature. His background at the NCPA Orchestra in Beijing – an organization of much smaller international standing – does not adequately prepare him for the demands of this role. I encourage you to seek candid feedback from his colleagues and limited network in China to verify this.
3. A Flawed and Divisive Process
Many HK Phil musicians are confused about these appointments, and I have heard directly that even the Board is not in agreement. I’ve been told that the Board was pressured into this outcome by [redacted]… If you were to seek honest feedback from Board members, you would find concern and non-unanimity.
To illustrate the gravity of the situation: appointing a Chief Executive with no orchestral experience is akin to hiring a Cathay Pacific pilot who has never flown a plane. This analogy is not hyperbole – it reflects the scale of risk involved.
The current HK Phil management is weak and urgently needs strong leadership, particularly in marketing and musician oversight. The recent negative publicity surrounding the HK Phil and Jaap van Zweden could have been entirely avoided had it been managed by experienced professionals.
4. Misallocation of Public Funding
I understand that Mr. Fleischer’s salary significantly exceeds that of the previous Chief Executive, whose compensation was already inflated relative to orchestras with comparable budgets. The creation of a Deputy role further strains the orchestra’s finances. Given that these funds originate from public sources, they could be far more effectively allocated to education initiatives, improved facilities, and attracting top international artists.
The recruitment process, led by Egon Zehnder’s Hong Kong office, was poorly executed and failed to attract qualified candidates with relevant experience. I strongly urge that the search be reopened with a more specialized and globally connected firm.
Conclusion
I respectfully ask that you intervene before these decisions become irreversible. The Hong Kong Philharmonic is a cultural flagship of the region, and its leadership must reflect the highest standards of expertise, vision, and integrity. If these appointments proceed, I and many others fear the consequences will be damaging not only to the orchestra but to Hong Kong’s reputation as a global arts hub.
Thank you for your attention and support.
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