In this article we question how organizations in the creative industries deal with the tension between the requirements for growth and for cultural innovation by revising their business models. Using a longitudinal study of the Louvre museum, we show how the pursuit of cultural innovation drove its recent business model revision. In particular, we analyze its transformation from a growth-oriented business model to a global and innovative business model, highlighting the organization’s efforts to create symbolic value from its unique art collections through innovative exhibitions and displays. We describe the different drivers behind the shifts in value propositions, in the organization and in its resources and competences, and discuss how cultural innovation can be a powerful driver for revising and fine-tuning creative industry business models.