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    Chicago Improv Was Dead. Can New Leaders Revive It?

    The past year left the city’s two most prominent institutions reeling. Now, outsiders are helping to guide the re-emergence of these celebrated comedy centers.CHICAGO — Fourteen months after iO Theater closed its doors because of the pandemic, a move that seemed temporary at the time, the storied improv center looked as though it had been frozen in time, the calendar stuck on March 2020.In front of one stage, chairs were arranged around small round tables covered with a layer of dust. A grocery list in a back room reminded employees to buy more olives and baked potatoes. In the hall, handwritten signs directed audience members where to line up for shows.“This hallway used to be so crowded that I’m sure it was a fire-code disaster,” Charna Halpern, the theater’s co-founder, said as she surveyed the barren corridor recently.In June 2020, Halpern decided that the hallway would stay empty. The theater’s income had plummeted to zero amid the shutdown, bills were piling up and nearly 40 years after she helped start iO, Halpern announced that she was ready to close it permanently.The theater wasn’t the only one in an existential crisis. That same month, performers of color there and at Second City — the two most prominent improv institutions in the city, where the modern version of the art form was born — spoke publicly about their experiences with racism, inequity and a persistent lack of diversity at the theaters.The space at iO Theater is left as it was in March 2020, when it shut down because of the pandemic.Lawrence Agyei for The New York TimesThen, less than a week apart, both iO and Second City were put up for sale, heightening anxiety among performers who were already worried about improv’s post-pandemic future. Could improv be saved in the city where aspiring comedians flock to learn and perform, as stars like Tina Fey, Stephen Colbert and Keegan-Michael Key had?The short answer is yes. Less than a year after the businesses went on the market, buyers who believe in Chicago improv stepped up. Both are industry newcomers: Second City is now owned by a New York-based private equity firm and iO by a pair of local real estate executives.Decades of history and cultural relevance are part of what made these theaters appealing acquisitions, but after calls for transformational change, a new era of leadership is now grappling with how much of the old improv culture they want to preserve and how much they are willing to give up. At iO, criticism of its lack of racial diversity and equity has gone unaddressed during the theater’s year of uncertainty. And although Second City is back with regular shows and a plan to transform itself into an antiracist company, there is some skepticism among performers and students that this effort at reform will be different than previous attempts (a diversity coordinator has been in place since at least 2002, for example, and a revue with a notably diverse cast ran in 2016, though all the performers of color quit before it was over).“We want it to be good; it’s our home,” said Rob Wilson, an improviser who has been in Chicago’s comedy scene for a decade. “You’re going to give them the benefit of the doubt, but you’re also not going to be afraid to leave if it goes south.”Second City’s New BeginningLast fall, when Jon Carr, an improv veteran, was named Second City’s new executive producer — the company’s top creative role — his peers asked him the same question: “Why did you take that job?”The 62-year-old institution had just been the subject of a deluge of complaints from performers of color, who told stories of being demeaned, marginalized, tokenized and cast aside. As a result, the chief executive and executive producer, Andrew Alexander, abruptly resigned that summer.Still, Carr decided to take the offer, making him the second Black executive producer in the company’s history. (The first was Anthony LeBlanc, who had served in the role on an interim basis after Alexander’s resignation.)Carr told the people who had asked about the job that despite the pressure and inevitable stress it would bring, it presented an opportunity to change a company whose leaders had already pledged to “tear it all down and begin again.”“This is the thing that people will be talking about 40, 50 years from now,” he said. “We have the opportunity to shape that history.”Parisa Jalili, Second City’s chief operating officer.Jermaine Jackson Jr. for The New York TimesJon Carr, Second City’s new executive producer, its top creative role.Jermaine Jackson Jr. for The New York TimesSitting in a booth at Second City’s restaurant in Old Town a week after the company reopened in May, Carr and Parisa Jalili, the chief operating officer who had been promoted amid the criticism, ticked off some of the steps the company had taken to meet the calls for change.It documented the complaints and hired a human-resources consulting firm to evaluate them; it re-evaluated the photos in the lobby extolling mainly white performers and labeled offensive sketches and jokes in its expansive archive; it put into writing what the company is looking for in auditions to try to prevent bias in the process.​​“We were able to do it all quickly because we were much smaller and more agile being shut down,” Jalili said.The company also had to ensure that it survived the pandemic. Online improv classes were made permanent, raising revenue by opening up the potential customer base to the entire globe, rather than to only those who could show up to their sites in Chicago, Hollywood and Toronto. Then, in February, Second City was acquired by a private equity group, ZMC.The deal made some performers even more skeptical that Second City could return better than before. What would it mean for the company to be owned by an investment firm with no track record in comedy?Jordan Turkewitz, a managing partner at ZMC, said in an interview that the firm’s role as an investor was not to dictate decisions or get involved in minutiae; it’s to ask questions, offer advice and financially support the company’s growth.iO Theater, ResurrectedSecond City is holding several live shows a week, but for iO, a reopening is much further out.Many employees are desperate to return, said Scott Gendell, a real estate executive who bought iO last month with his longtime friend Larry Weiner. But there is no clear reopening date on the horizon, he said.Right now, the new owners are taking it slow, interviewing operating partners who will help run the theater and control its creative side.“We’re being very delicate and very cautious about reopening because you don’t want to crash and burn,” Gendell said.Gendell is the type of lifelong Chicagoan who can’t stand seeing the city’s trademark businesses shut down (“I’m still ticked off that Marshall Field’s went away,” he said). When he heard that Halpern had put iO up for sale, he and Weiner decided to buy it to preserve what they view as an important cultural institution.But some performers are interested less in an iO preserved in amber from 2020 and more in an iO that embraces radical change when it comes to diversity.The new iO owners are searching for operating partners.Lawrence Agyei for The New York TimesFor now, the theater is dark.Lawrence Agyei for The New York TimesOn June 9, 2020, five improvisers who had taken classes or performed there posted a petition calling on the theater to address entrenched problems of institutional racism. They told The Chicago Tribune of “bungled or inadequate past efforts at diversity, an unwelcoming attitude to performers and students of color, and problematic behavior by staffers.”.css-1xzcza9{list-style-type:disc;padding-inline-start:1em;}.css-3btd0c{font-family:nyt-franklin,helvetica,arial,sans-serif;font-size:1rem;line-height:1.375rem;color:#333;margin-bottom:0.78125rem;}@media (min-width:740px){.css-3btd0c{font-size:1.0625rem;line-height:1.5rem;margin-bottom:0.9375rem;}}.css-3btd0c strong{font-weight:600;}.css-3btd0c em{font-style:italic;}.css-w739ur{margin:0 auto 5px;font-family:nyt-franklin,helvetica,arial,sans-serif;font-weight:700;font-size:1.125rem;line-height:1.3125rem;color:#121212;}#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-family:nyt-cheltenham,georgia,’times new roman’,times,serif;font-weight:700;font-size:1.375rem;line-height:1.625rem;}@media (min-width:740px){#NYT_BELOW_MAIN_CONTENT_REGION .css-w739ur{font-size:1.6875rem;line-height:1.875rem;}}@media (min-width:740px){.css-w739ur{font-size:1.25rem;line-height:1.4375rem;}}.css-9s9ecg{margin-bottom:15px;}.css-16ed7iq{width:100%;display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;-webkit-box-pack:center;-webkit-justify-content:center;-ms-flex-pack:center;justify-content:center;padding:10px 0;background-color:white;}.css-pmm6ed{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-align-items:center;-webkit-box-align:center;-ms-flex-align:center;align-items:center;}.css-pmm6ed > :not(:first-child){margin-left:5px;}.css-5gimkt{font-family:nyt-franklin,helvetica,arial,sans-serif;font-size:0.8125rem;font-weight:700;-webkit-letter-spacing:0.03em;-moz-letter-spacing:0.03em;-ms-letter-spacing:0.03em;letter-spacing:0.03em;text-transform:uppercase;color:#333;}.css-5gimkt:after{content:’Collapse’;}.css-rdoyk0{-webkit-transition:all 0.5s ease;transition:all 0.5s ease;-webkit-transform:rotate(180deg);-ms-transform:rotate(180deg);transform:rotate(180deg);}.css-eb027h{max-height:5000px;-webkit-transition:max-height 0.5s ease;transition:max-height 0.5s ease;}.css-6mllg9{-webkit-transition:all 0.5s ease;transition:all 0.5s ease;position:relative;opacity:0;}.css-6mllg9:before{content:”;background-image:linear-gradient(180deg,transparent,#ffffff);background-image:-webkit-linear-gradient(270deg,rgba(255,255,255,0),#ffffff);height:80px;width:100%;position:absolute;bottom:0px;pointer-events:none;}.css-1jiwgt1{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-box-pack:justify;-webkit-justify-content:space-between;-ms-flex-pack:justify;justify-content:space-between;margin-bottom:1.25rem;}.css-8o2i8v{display:-webkit-box;display:-webkit-flex;display:-ms-flexbox;display:flex;-webkit-flex-direction:column;-ms-flex-direction:column;flex-direction:column;-webkit-align-self:flex-end;-ms-flex-item-align:end;align-self:flex-end;}.css-8o2i8v p{margin-bottom:0;}.css-12vbvwq{background-color:white;border:1px solid #e2e2e2;width:calc(100% – 40px);max-width:600px;margin:1.5rem auto 1.9rem;padding:15px;box-sizing:border-box;}@media (min-width:740px){.css-12vbvwq{padding:20px;width:100%;}}.css-12vbvwq:focus{outline:1px solid #e2e2e2;}#NYT_BELOW_MAIN_CONTENT_REGION .css-12vbvwq{border:none;padding:10px 0 0;border-top:2px solid #121212;}.css-12vbvwq[data-truncated] .css-rdoyk0{-webkit-transform:rotate(0deg);-ms-transform:rotate(0deg);transform:rotate(0deg);}.css-12vbvwq[data-truncated] .css-eb027h{max-height:300px;overflow:hidden;-webkit-transition:none;transition:none;}.css-12vbvwq[data-truncated] .css-5gimkt:after{content:’See more’;}.css-12vbvwq[data-truncated] .css-6mllg9{opacity:1;}.css-1rh1sk1{margin:0 auto;overflow:hidden;}.css-1rh1sk1 strong{font-weight:700;}.css-1rh1sk1 em{font-style:italic;}.css-1rh1sk1 a{color:#326891;-webkit-text-decoration:underline;text-decoration:underline;text-underline-offset:1px;-webkit-text-decoration-thickness:1px;text-decoration-thickness:1px;-webkit-text-decoration-color:#ccd9e3;text-decoration-color:#ccd9e3;}.css-1rh1sk1 a:visited{color:#333;-webkit-text-decoration-color:#ccc;text-decoration-color:#ccc;}.css-1rh1sk1 a:hover{-webkit-text-decoration:none;text-decoration:none;}The five improvisers pledged not to perform at iO until its management met a series of demands, including hiring a diversity and inclusion coordinator.The next day, Halpern sent a note to the protesters offering a broad and earnest apology for the institution’s “failings.” But just over a week later, Halpern announced that iO was shutting down, frustrating performers who thought the theater was on the verge of substantial change. Halpern said the reason was the financial implications of the pandemic — not the protests.Gendell said he was not ready to outline a plan for addressing these concerns before they brought on an operating partner but said that they were searching for partners in “diverse communities.”“We’re fair-minded people, and I have confidence in my value system,” he said.Performers Choose Their Own PathsIf iO and Second City want to fix the problems that have plagued them for decades, both institutions will need to convince comedians of varied backgrounds that they are places worth returning to.In June 2020, as the stories of discrimination became public, Julia Morales, a Black Puerto Rican comedian who had performed at Second City and iO for years, thought to herself, “These theaters have really disappointed me. Do I want to go back to this?”Her answer was to create something new. She scrounged up less than $2,000 and started Stepping Stone Theater, a nonprofit that she imagined would focus more on supporting performers of color and less on the bottom line. It is one of a few new improv ventures that have sprung up in the city in the past year.So far, Morales has chosen to maintain some ties with Second City. In May, she was onstage improvising in the company’s first post-pandemic program, and next month, her group and Second City are collaborating on a show. Even though the theater had disappointed her, she said, she didn’t think the way forward was to shut it out.Others, like the comedians Shelby Wolstein and Nick Murhling, have left Chicago to find opportunities in Los Angeles or have given up on big comedy institutions altogether. And some who have chosen to stay are unconvinced that there has been substantial change.“I won’t trust it until I see it for myself,” said Kennedy Baldwin, who started last month in a Second City fellowship that offers tuition-free training to a diverse group of actors and improvisers.Second City is now holding several shows a week.Jermaine Jackson Jr. for The New York TimesAmong performers who are intent on seeing the institution change, it is crucial to diversify the audience as well, which tends to skew older and whiter. These performers aren’t thrilled with the new ticket pricing system, which Second City started testing shortly before the pandemic.The system, called dynamic ticket pricing, calculates prices based on the time of the show and number of tickets left. The cheapest tickets cost $25 each, but with growing interest in the return of live theater and lower-than-usual ticket inventory because of the pandemic, they can run much higher. This Saturday, tickets for the 7 p.m. shows are about $90 each.Some performers worry that raising ticket prices will help maintain the status quo.“How can I make this a show that makes people feel included and have an audience that reflects how we look?” asked Terrence Carey, a Second City performer who is Black.A spokeswoman for Second City, Colleen Fahey, said the ticket pricing model is helpful in allowing the company to recoup revenue after a 14-month shutdown. She added that customers still have access to cheaper tickets.At iO, Olivia Jackson, one of the creators of the petition, said she was eager to meet with the new owners to discuss the issues her group raised. After that, she would determine whether to return to iO. If she decided against it, she could always turn to one of the newer, scrappier operations.“There are so many insanely talented people in Chicago who really love improv,” she said. “Chicago improv will be OK.” More

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    HBO and HBO Max Subscribers Seen Reaching 73 Million in 2021

    AT&T may not want HBO Max anymore, but the streaming platform is gaining traction with customers.HBO and HBO Max, home to genre-bending franchises such as “Game of Thrones” and “The Sopranos” and Hollywood blockbusters like “Wonder Woman 1984,” have added 10.7 million customers in a little over a year, with 2.8 million coming in the three months ending in June, AT&T reported on Thursday. Those figures include both HBO Max and the HBO TV channel.The company has 67.5 million subscribers to HBO and HBO Max, with 47 million in the United States. AT&T, which has struck a deal to sell its media businesses, expects HBO and HBO Max will have between 70 million and 73 million customers by the end of the year, exceeding earlier predictions.Netflix, the most popular streaming service, has 209 million subscribers, with about 66 million in the United States. It gained customers in the second quarter, but growth has considerably slowed and it lost 430,000 subscribers across the United States and Canada, a sign that cracks are beginning to show in the streamer’s long-held dominance.Speaking on the broader streaming industry, Jason Kilar, the chief executive of AT&T’s media arm, WarnerMedia, said in an interview: “The only thing I can promise you is change. There is no doubt that change is coming, and that’s appropriate because we live in a dynamic time.”WarnerMedia, which includes CNN, the Warner Bros. film and television studios and the Turner cable networks, is about to become the property of Discovery Inc., as media companies continue to gobble each other up in an effort to take on Amazon, Apple, Facebook and Google. The deal, which is expected to close around the middle of next year, will create the second-largest media business in the United States, behind the Walt Disney Company and ahead of Netflix and NBCUniversal.Mr. Kilar, who learned of the acquisition only weeks before it would be announced, could be out of a job after the deal closes.Both companies are prohibited from working together until the merger is approved by government regulators, including striking any employment agreements. Still, such deals often involve tacit arrangements about leadership. Mr. Kilar said that he had met socially with David Zaslav, the head of Discovery, but that he hadn’t broached the topic of his employment.“David and I have known each other for a long time,” he said, “and I think it’s fair to say there’s a lot of shared respect between the both of us.”Mr. Kilar, who took charge of the company only 15 months ago, said he did not have plans to step away. “There will be a point where I pick my head up next year where I think about this topic,” he continued. “But I certainly don’t intend to do it until 2022.”Jason Kilar, the chief executive of WarnerMedia, in Dallas last December.Allison V. Smith for The New York TimesMr. Kilar, who was the founding chief executive of Hulu, is considered within Hollywood to be a bit of an iconoclast. In 2011, he broadsided the industry with a now-famous manifesto on the future of entertainment that, to many, came across as a blistering critique of Hulu’s corporate ownership.The post panned traditional TV for running far too many commercials. Mr. Kilar also blasted cable, predicting that viewers would eventually drop expensive packages.After Mr. Kilar joined WarnerMedia, he quickly shuffled the executive ranks and cut costs in an effort to streamline the business.Then he angered Hollywood (again) by breaking with tradition and releasing the entire 2021 lineup of Warner Bros. films on HBO Max on the same day they were scheduled to appear in theaters. The move would have cost some of Hollywood’s biggest players back-end profits — the commission that top-flight producers and stars earn based on box office receipts — but the company quickly worked out deals to make sure they would be paid.Unlike Netflix, Disney+ and HBO Max and other new entrants into streaming have legacy agreements with cable distributors and Hollywood studios that prevent a more full-throated approach to making films and TV shows immediately available online.For Mr. Kilar, the move wasn’t about upsetting Hollywood, but rather was part of a larger strategy to goose HBO Max.It seems to have worked. The release of made-for-the-big-screen spectacles like “Godzilla vs. Kong” on HBO Max helped to increase the service’s customer rolls.Mr. Kilar intends to keep up that strategy through 2022. Warner Bros. will release 10 films exclusively for the streaming platform. And big-budget films like “The Batman,” a reimagining of the comic book character starring Robert Pattinson, will have relatively short windows in theaters of 45 days before they show up on HBO Max, according to Mr. Kilar.“That’s very, very different than the way the world operated in 2019,” he said. “Ultimately, I do think that as long as you’re thoughtful about it, change could be very, very good for not only the customers but also the people we get to work with.” More

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    Historic Cherry Lane Theater Sold for $11 Million

    The Lucille Lortel Theater Foundation, which has managed the 97-year-old theater for the past decade, will take over the building in Greenwich Village.The Cherry Lane Theater, the oldest continuously running Off Broadway theater in New York City, has been sold to the Lucille Lortel Theater Foundation for $11 million, the theater announced on Monday.“It has been a great run,” Angelina Fiordellisi, the executive director of the theater, said in a statement. “To stand on the stage where so many of our greatest artists, crews and theater providers have stood is to know what theater history feels like.”The new owner will be the Lucille Lortel Theater Foundation, which is a few blocks from the Cherry Lane Theater on Christopher Street and has managed the building for the past decade. The sale includes the 179-seat main stage and a 60-seat studio theater.Fiordellisi, who has led the 97-year-old nonprofit theater since acquiring the building in 1996, will continue to lead the nonprofit producing group Cherry Lane Alternative, which will have readings — and possibly productions — in the theater’s studio space.She had previously announced plans to sell the building, at 38 Commerce Street, in 2010, citing financial struggles. At the time, she told The New York Times that the theater was operating at a deficit of $250,000, which she attributed to a steep drop in income from government and foundation support, ticket sales and rental fees.“It’s frightening to me, what’s happened to Off Broadway theater,” Fiordellisi told The Times in 2010. “We have to adhere to the formula of having a film star in our productions to sell tickets because it’s so financially prohibitive. I don’t want to do theater like that.”But eight months later, she reversed her decision because of a significantly reduced deficit, a new managing agent and the support of the theater’s neighbors. Cherry Lane Alternative, the resident theater company Fiordellisi established in 1997, currently has a deficit of $100,000, a spokesman for the theater, Sam Rudy, said.The theater, a Greenwich Village institution that has long been a testing ground for new work by emerging artists, reopened at full capacity last month with Jacqueline Novak’s “Get on Your Knees,” a comedy that offers a personal and intellectual history of oral sex. It is scheduled to run through July 31.Under Fiordellisi, Cherry Lane has mentored writers including Katori Hall, who won this year’s Pulitzer Prize for Drama for “The Hot Wing King”; Antoinette Chinonye Nwandu, whose play “Pass Over” will begin previews on Broadway in August after being produced at the theater in 2016; and Jocelyn Bioh, whose “Merry Wives,” a contemporary take on Shakespeare’s “The Merry Wives of Windsor,” is running at the Delacorte Theater in Central Park.Cherry Lane was started by a group of artists who were colleagues of Edna St. Vincent Millay and has showcased work by Samuel Beckett, F. Scott Fitzgerald, Eugene O’Neill and Tennessee Williams. But despite its storied history, the theater had not staged a play in two years when Fiordellisi bought it for $1.7 million in 1996 and renovated it for $3 million.Cherry Lane Alternative, the nonprofit producing group, said it expects to resume a scaled-back version of its acclaimed Mentor Project, which pairs emerging writers with established playwrights like Lynn Nottage, Branden Jacobs-Jenkins and Taylor Mac to develop and stage their work in the studio theater space. It will likely include one production per season instead of the typical three.George Forbes, the Lucille Lortel Theater Foundation’s executive director, said the foundation plans to announce new programming shortly. More

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    They Resurrected MGM. Amazon Bought the Studio. Now What?

    Paul Thomas Anderson and Michael De Luca are film geeks with a shared history. As a studio executive, Mr. De Luca championed Mr. Anderson’s “Boogie Nights” and “Magnolia,” films that established the director’s reputation as a creative force. So when Focus Features said it would postpone the production of Mr. Anderson’s new film because of the pandemic, it was Mr. De Luca, in his new role as chairman of MGM’s Motion Picture Group, who swooped in and pledged to get the movie into production in Los Angeles when Mr. Anderson wanted to shoot.And being that the two men can’t resist the pull of old Hollywood, Mr. De Luca made sure to amp up the nostalgia associated with his efforts to reinvigorate MGM, the once mighty studio that in recent decades has been reduced to a financial Ping-Pong ball, volleyed back and forth by various investors eager to turn the company’s 4,000-film library into a cash cow.“I said, ‘This will be fun. Come make your movie at Metro,’” Mr. De Luca recalled with a laugh, referring to the studio’s former moniker of Metro-Goldwyn-Mayer.Mr. Anderson was game.“If Mike says something will happen, it happens,” he said. “It’s hard not to stress how rare of a quality that is.”The question now is, in light of Amazon’s decision last month to acquire MGM in an $8.45 billion deal, will Mr. De Luca still be able to keep his promises? Or will he simply be part of a corporate hierarchy less prone to taking chances on films and filmmakers?In the past 15 months, MGM has experienced a resurgence, led by Mr. De Luca, a one-time brash and reckless young executive who introduced filmmakers like Mr. Anderson and David Fincher to the culture when he was president of production at New Line Cinema, and now, after 36 years in the business, is seen as one of its most reliable statesmen. His deputy, Pamela Abdy, produced “Garden State” when she was at Jersey Films and amplified the career of Alejandro González Iñárritu, among others, during her time as a Paramount executive and later at New Regency.At MGM, the two have compiled a heady mix of A-list directors and compelling material they hope hearkens back to the days when Fred Astaire and Judy Garland roamed the once-hallowed studio’s hallways. The next six months will show if their strategy pays off. Mr. Anderson’s movie will debut on Nov. 26. It will follow Ridley Scott’s pulpy drama “House of Gucci,” starring Lady Gaga and Adam Driver. In December, Joe Wright’s musical adaptation of “Cyrano,” with Peter Dinklage and featuring music from The National, will be released.Daniel Craig as James Bond in “No Time to Die,” which is scheduled to be released Oct. 8.Nicola Dove/MGMAnd then there is “No Time to Die,” the long-awaited 25th installment of the James Bond franchise and Daniel Craig’s swan song in the role, which is scheduled for theatrical release on Oct. 8.“Mike and Pam understand that we are at a critical juncture and that the continuing success of the James Bond series is dependent on us getting the next iteration right and will give us the support we need to do this,” Michael Wilson and Barbara Broccoli, the sibling producing team who have long overseen the Bond franchise, said in a statement.They added that “Amazon has assured us that Bond will continue to debut” in movie theaters. “Our hope is that they will empower Mike and Pam to continue to run MGM unencumbered,” they said.Still, Amazon’s priorities are inherently different from a traditional studio’s.In 2019, Amazon Studios, under the leadership of Jennifer Salke, shifted away from exclusive theatrical windows, opting instead to make movies available in theaters and on Amazon Prime the same day, the strategy preferred by the prominent streaming platforms. The pandemic turbocharged that approach. Ms. Salke was able to buy films like “Coming 2 America” and the recently released “The Tomorrow War” from studios looking to offload their movies because theaters were largely closed. Viewership on Amazon Prime skyrocketed and movies, which had previously taken a back seat to television shows, suddenly became a much more attractive opportunity. Anemic overall film output would no longer do.Mr. De Luca and Ms. Abdy stress that even in light of the pending acquisition, which still needs government approval, their philosophy of movie theaters first will remain.“There is theatrical in our near future, there will be theatrical after the deal closes,” Mr. De Luca said. “There will always be theatrical at MGM.”It’s not clear how the management of MGM will be handled once the acquisition is complete. Amazon declined to comment on the record for this article. There are some in Hollywood’s film community who are hopeful that Mr. De Luca and Ms. Abdy will oversee Amazon’s movie business once the merger is complete.“Flag Day,” directed by Sean Penn, will mark MGM’s first release under its new executive leadership.Allen Fraser/MGMMs. Salke has led both divisions for the past three years, managing an $8 billion annual content budget, and Amazon has made no indication that will change. Before joining Amazon, Ms. Salke spent seven years as president of entertainment at NBC. (In an interesting twist, Ms. Salke’s biggest bet is a $450 million television adaptation of J.R.R. Tolkien’s “Lord of the Rings,” which Peter Jackson previously adapted into a series of blockbuster films at New Line when Mr. De Luca was an executive there.) Her upcoming films include the Cannes Film Festival opener “Annette”; Aaron Sorkin’s “Being the Ricardos,” about Lucy and Desi Arnaz; and George Clooney’s “The Tender Bar,” starring Ben Affleck.The producer Matt Tolmach, who has two projects in the works at MGM, including the horror film “Dark Harvest,” set for release on Sept. 23, said Mr. De Luca’s passion for good stories is infectious. “He read the script and he called me, and we had an hourlong conversation just about the possibilities and how amazing it would be and how we can push the boundaries,” he said of “Dark Harvest.” “That’s what he does. He makes your movie better.”As Mr. De Luca sees it, the new MGM is about “treating the filmmakers like the franchise,” he said. When he and Ms. Abdy first joined forces, the duo compiled a list of 36 directors they were hoping to lure to the studio. In 15 months, they’ve nabbed 20 percent of them, including Darren Aronofsky, Sarah Polley, Melina Matsoukas and George Miller.“We don’t mind taking big swings and gambling because I think it’s either go big or go home,” he added. “I think the audience rewards you if you are really original, innovative, bold and creative.”In a shareholder meeting last month Jeff Bezos, Amazon’s founder and executive chairman, called the reason behind the acquisition “very simple.” He said MGM had a “vast, deep catalog of much beloved” movies and shows. “We can reimagine and redevelop that I.P. for the 21st century.”That runs counter to the approach Mr. De Luca and Ms. Abdy have primarily taken.“Mike and I did not sit down and say let’s raid the library and remake everything,” Ms. Abdy said. “Our focus is original ideas with original authorship and real filmmakers, but you know every once in a while something will come up that’s fun and we’ll pursue it if we think it makes sense.”Those ideas include a hybrid live action/animated remake of “Pink Panther”; Michael B. Jordan directing the third installment of the “Rocky” spinoff “Creed”; and “Legally Blonde 3” with Reese Witherspoon and a script co-written by Mindy Kaling.“Our focus is original ideas,” Ms. Abdy said of the approach she and Mr. De Luca have taken.Maggie Shannon for The New York TimesOf course, all of MGM’s success is hypothetical, as none of the projects initiated by Mr. De Luca and Ms. Abdy have been seen yet. The company’s recent acquisition of Sean Penn’s directorial effort “Flag Day,” which is set to debut at the Cannes Film Festival before opening on Aug. 20, will mark the regime’s first release. The studio also has high hopes for “Respect,” an Aretha Franklin biopic starring Jennifer Hudson, which comes out in August (and was in motion when Mr. De Luca and Ms. Abdy came to MGM).But they said their efforts to reinvigorate the studio were more than just an attempt to make the company attractive to buyers. Anchorage Capital, the majority owners of MGM, put the studio up for sale in December and the speed with which a deal was made surprised Mr. De Luca and Ms. Abdy.Both said they were in for the long haul. “If it works, I feel like it could go on forever,” Mr. De Luca said. Ms. Abdy added, “Until they carry us out.”As part of their efforts, Mr. De Luca and Mrs. Abdy even had MGM’s logo reworked: Leo the lion is now digital and the gold film ribbons that encircle him have been sharpened “to own gold the way Netflix owns red,” Mr. De Luca said. The three Latin words encircling the lion — “Ars Gratia Artis” — are first spelled out in English: “Art for Art’s Sake.”That’s music to Mr. Anderson’s ears.“Long live the lion!” he said. “Whether it’s ‘The Wizard of Oz’ or ‘Tom & Jerry’ cartoons, the lion is a symbol of our business. The healthier, the better.”And how does he feel about MGM being sold to Amazon?“Who?” he responded. More

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    Hit Hard by Pandemic, Philadelphia Orchestra and Kimmel Center to Merge

    By joining forces, the two institutions hope to bounce back from the severe losses brought by the coronavirus.The pandemic forced many American arts organizations to resort to mass layoffs and deep pay cuts as ticket sales vanished for more than a year.Now one of the nation’s most prominent ensembles, the Philadelphia Orchestra, is trying another tack as it seeks to recover from the crisis: It announced plans Thursday to merge with its landlord, the Kimmel Center for the Performing Arts.“We knew we needed a big move,” said Matías Tarnopolsky, the president and chief executive of the orchestra, who is set to lead the new organization, which will be called the Philadelphia Orchestra and the Kimmel Center, Inc. “The only way forward is collaboration.”Facing severe shortfalls, cultural groups across the country are looking for ways to streamline operations and establish new sources of revenue. American orchestras, including Philadelphia’s, are particularly vulnerable after years of rising costs.The Philadelphia Orchestra, one of the nation’s best ensembles, has struggled financially. Its music director, Yannick Nézet-Séguin, led them in 2017 at Carnegie Hall.Michelle V. Agins/The New York TimesThe orchestra and the Kimmel Center are betting that by pooling resources, they can better navigate the financial and artistic challenges of the post-pandemic era.The orchestra has won accolades for its artistry under the music director Yannick Nézet-Séguin, who also serves in that role at the Metropolitan Opera, but it has long struggled financially. After a year of mostly streaming concerts, the orchestra will begin a new season in October with a performance by the cellist Yo-Yo Ma.The merger will give the orchestra, which has tried for years to rebuild after declaring bankruptcy a decade ago, a leading spot at one of the country’s largest performing arts centers, and allow it to save on rent. (When the orchestra filed for bankruptcy in 2011, it cited the high cost of rent at the Kimmel Center, which then totaled $2.5 million a year, as contributing to its woes; it subsequently got a rent reduction.)The arrangement will allow the Kimmel Center, which is almost entirely dependent on ticket sales, the added support of the orchestra’s $266 million endowment. That endowment, which was bolstered by a $50 million gift in 2019, is now among the largest for an American orchestra.Both institutions have made painful cuts as they seek to recover from the pandemic. The orchestra lost about $26 million in ticket sales and performance fees after canceling more than 200 concerts. The orchestra’s leaders took pay cuts and its musicians agreed to reduce compensation temporarily by 25 percent.The Kimmel Center, which depends heavily on touring artists, Broadway shows and appearances by authors and public intellectuals, canceled more than 1,100 events and lost more than $42 million in ticket revenue. The center furloughed many of its 126 employees and led an emergency campaign to raise $10 million.The pandemic accelerated conversations about a possible merger, said Anne Ewers, the president and chief executive of the Kimmel Center, who initiated talks with Tarnopolsky last fall.“When the pandemic hit, every single earned revenue line was gone,” Ewers said. “I realized that our philanthropic base was not as deep and as broad as it needed to be.”The orchestra has called Verizon Hall, one of three venues at the Kimmel Center, its home since the center’s opening in 2001, playing more than 100 concerts a year there.But behind the scenes, the orchestra and the Kimmel Center sometimes clashed over schedules and programming choices, Tarnopolsky said.By merging with the Kimmel Center, he said, the orchestra would be able to expand its offerings, hosting classical music festivals, collaborating with Broadway performers and jazz artists, and taking part in outreach events and other live offerings.“It’s about seizing those opportunities rather than watching them go by,” Tarnopolsky said.The orchestra has balanced its budget in recent years as it has worked to recover from a financial crisis that drove it into bankruptcy in 2011. Despite cutting its expenses in bankruptcy, rebuilding has not been easy: In 2016, its musicians held a brief strike that began on the night of the orchestra’s season-opening gala.The pandemic has led many arts organizations to reconsider questions of structure and management, and some have come to see benefits in joining together during a time of uncertainty. The San Francisco Conservatory of Music last fall acquired Opus 3 Artists, a leading agency that was struggling with steep losses as venues around the world shut down.Ewers said she hoped the merger in Philadelphia would serve as a model for other institutions facing economic pressures.“Many people tell us there needs to be more of this kind of collaborative effort,” she said. “I’m hoping that we inspire that.” More

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    Discovery and AT&T: How a Huge Media Deal Was Done

    An early-morning meeting at a Greenwich Village townhouse, under the watchful eye of Steve McQueen, was part of a monthslong campaign.In the predawn hours of April 1, David Zaslav, the chief executive of Discovery, arrived at a rented townhouse in Manhattan’s Greenwich Village — decorated with photos of rock stars and one of the actor Steve McQueen in sunglasses holding a gun — to prepare for a meeting that would soon reverberate across the American media industry. More

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    MGM Looks to Amazon as the Hollywood Studio Tries to Find a Buyer

    A deal would add Metro-Goldwyn-Mayer’s 4,000 films to Amazon’s streaming library, including the James Bond, Rocky and “Legally Blonde” franchises.LOS ANGELES — Metro-Goldwyn-Mayer has been in talks to sell itself to Amazon, according to three people briefed on the matter. If completed, a deal would turbocharge Amazon’s streaming ambitions by bringing James Bond, Rocky, RoboCop and other film and television properties into the e-commerce giant’s fold. More

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    An Old-School Media Titan Pushes Aside an Upstart

    LOS ANGELES — It’s the law of the Hollywood jungle. The biggest cats win.It was only last year that Jason Kilar, a digital media executive, was named the chief executive of WarnerMedia, a division of AT&T that includes HBO, Warner Bros. and CNN. In particular, AT&T wanted Mr. Kilar to turn an upstart streaming service, HBO Max, into a Netflix-style powerhouse. More