Can Viable Systems Modelling Explain the Management Problems of London's Royal Opera House?

London's Royal Opera House has undertaken a much-needed redevelopment. The management of the operation has been problematic, bringing the House close to insolvency, and causing the resignation of many senior staff. This paper summarises these events, and earlier papers analysing them using systemic methods. It examines the organisation's structure using Beer's Viable Systems Model. The management problems are attributed to system incompatibilities, and to simple management errors. The VSM analysis indicates that all elements of a viable system were present. However, there was inadequate provision for a vital aspect of the redevelopment project, for which the main Board must take responsibility.