Guggenheim Expansion

During the 1990s, the Solomon R. Guggenheim Museum embarked on an aggressive expansion strategy under the leadership of Thomas Krens. This strategy included opening Guggenheim franchises worldwide, beginning with a successful branch in Bilbao, Spain. Subsequent expansions in Berlin, Las Vegas, and New York met varied success, with some branches closing and others never realizing completion. The museum found that for these expansion plans to be successful the organization had to evaluate the long-term sustainability of new locations under uncertain financial conditions, determine the necessary scale of investment for each project, and align expansion with the cultural and societal values of host cities. Additionally, the museum considered the potential for operational synergies across different branches, the feasibility of local partnerships, and the ability to maintain its brand identity and curatorial standards across a global network of franchises.

One major plan before the museum was the potential opening of a branch in Guadalajara, Mexico, where conditions seemed promising, such as a cooperative local government and a healthy tourist industry. However, the Guggenheim's endowment was not growing at the same fast rate as it had during the 1990s. Was Guadalajara a good option for a Guggenheim in Latin America? Or should the Guggenheim wait and pursue offers from other cities?