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Getting $*it Done: Implementing Your Digital Strategy (MCN2015)
The document outlines a digital strategy implementation for art museums, emphasizing the importance of clarity, collaboration, and adaptive technology in enhancing audience engagement and operational efficiency. It discusses key objectives such as activating collections, promoting scholarship, and driving attendance, while also addressing the processes for project approval and funding. Additionally, it highlights the need for an agile working approach and continuous evaluation to ensure the success and evolution of digital initiatives.
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Getting $*it Done: Implementing Your Digital Strategy (MCN2015)
- 1. Getting $hIT Done:Implementing Your Digital Strategy SPONSORED BY THE DIGITAL STRATEGIES AND TRANSFORMATIONS SIG November 6, 2015
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- 3. Image source: https://www.facebook.com/artsmia/photos/a.60164728068.67478.8448903068/10153690331158069/?type=3&theater DH DouglasHegley Director of Media and Technology Minneapolis Institute of Art
- 4. John Gordy Chief ofDigital Outreach National Gallery of Art
- 5. Bill Weinstein The JohnH. McFadden and Lisa D. Kabnick Director of Information and Interpretive Technologies Philadelphia Museum of Art
- 6. Jane Alexander Chief InformationOfficer Cleveland Museum of Art
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- 8. Jean-Leon Gerome, TheCarpet Merchant, c. 1887, Minneapolis Institute of Art , 70.40 DH
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- 10. Image source: http://2.bp.blogspot.com/-ibdVGFGmoLA/Url-0PaZaSI/AAAAAAAAAq8/kyujzS9nz1g/s1600/highlander.jpg Therecan be only one … strategy DH
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- 14. Philadelphia Museum ofArt Strategic Plan MCN 201514 WW
- 15. Philadelphia Museum ofArt Brand Initiative Goals MCN 201515 WW
- 16. Philadelphia Museum ofArt Roadmap to Digital Excellence MCN 201516 Infrastructure, Hardware, and Systems Legacy Platforms, Siloed Data Technology Skills Centered in IT Tightly Structured, Less Participatory Focused on Outcomes Integrated Systems, Data Driven Decisions Digital Thinking, Digital Skills Throughout the Institution Collaborative, Agile, and Adaptive WW
- 17. "Art museums mighthave a lot to gain by upping their digital game, according to a new report.“ –NCAR But we already knew that, right?
- 18. DIGITAL STRATEGY ? DIGITALROADMAP ? DIGITAL INTEGRATION PLAN ? What are we calling this?
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- 20. Based on themission of museum • Give direction, energy and guidelines to move your organization forward. • Succinct and unambiguous. • Helps to allocate budgets and other resources, • Explains its impact on other departments • realities of your organization in the future. • Gives direction to the people who will have to do the actual work of making digital engagement reality.
- 21. Digital Strategy Objectives •activate the collection • connect art and audience through active experien • promote new scholarship • support research • facilitate internal and external collaboration • drive attendance • increase revenue • streamline work Yes, “digital strategy” = LRP strategies with tech me
- 22. Basic Technology Guidelines •set up and maintained according to industry best practices • common platforms and “cores” • minimize licenses / maximize open source • data must be accessible – minimize manual steps & re-keying – save money and effort • digital assets must reusable and findable • no “one off” projects
- 23. Digital Strategy Implementation •focus on core data • build sustainable, modular systems – open-source & industry-standard software – best practices • architect with reuse/multi-use in mind • no one-off projects EVERYTHING in terms of the BIG PICTURE
- 24. “One does not‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.” - Peter Drucker Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg DH
- 25. Character shall you hire. Skilltrain you may. Image source: http://img1.wikia.nocookie.net/__cb20131106213953/starwars/images/d/d6/Yoda_SWSB.png DH
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- 27. Cool Blue Do aselect few Seek funding & partners (We wish we could do them all) Risk: Too many at once (saying yes to everything) Red Flag Do only if necessary Stop! (or proceed with extreme caution) (We wish we could have none) Risk: Bogs down & exhausts resources Green Light Do these fast Make a prioritized list, get moving (We wish there were fewer) Risk: Resources pulled away from Cool Blue Gray Fog Do only if there are resources “Busy work” or dreamy distractions (We wish we had more time) Risk: People fall into this , esp. in times of stress High High (Hard) Low Low (Easy) Importance, based on STRATEGY Difficulty, based in Reality (gasp!) Making Decisions DH
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- 31. Source of quote:http://www.forbes.com/sites/glennllopis/2012/11/05/5-most-effective-ways-to-sell-change/ Without strategy, change is merely substitution, not evolution - Glenn Llopis Image source of quote: http://redequip.com.au/uploads/Redequip-Graph-1.jpg DH
- 32. Adapted from: http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/ ChangeManagement v. Change Leadership Image source: http://www.agilepm.com/downloads/dirtyharry.jpg Image source: http://www.intesolv.com/wp-content/uploads/2013/02/Careers-Mission-514x360.jpg DH
- 33. Adapted from: http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/ ChangeManagement v. Change Leadership Tools and Procedures Detailed plans Minimize distractions Limit impact Small dedicated team Incremental steps Keep it under control DH
- 34. Adapted from: http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/ ChangeManagement v. Change Leadership Tools and Procedures Vision and Drive Detailed plans Establish and share WHY Minimize distractions Sense of urgency and importance Limit impact Expect wide impact Small dedicated team Involve everyone Incremental steps Enable big leaps Keep it under control … by the way, almost no one is good at this DH
- 35. Communication is Key MCN201535 • Get in early. • Meetings, meetings and more meetings. • Manage up. • Stop making things people don’t want.
- 36. Gallery One andArtLens were the first beneficiaries of the museum’s digital strategy CMA wanted the technology implementation to be innovative, intelligent and in-line with tech industry best practices
- 38. Proof of Concept •Gallery One & ArtLens = prototype – backend build-out – data flow model – automation – interdepartmental team model – vendor management model – orient toward long-term planning • Central Table – interoperability / integration – application modularity
- 40. A FEW OFTHE MANY… • digital asset management • archival repository • open-source website • mobile site • dashboard • central table • integrated CCMS
- 41. All hardware canall be remotely rebooted via LogMeIn
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- 43. Getting Digital Initiatives Approved, Fundedand Implemented MCN 201543
- 44. Digital Initiatives SteeringCommittee • CIO • Deputy Director/Chief Curator • Deputy Director/Advancement • Director of Collections Management • Director of Communications and Marketing • Director of Education and Interpretation • Director of Exhibitions and Publications • Director of Library and Archives • Director of Research and Evaluation
- 45. Digital Initiatives ReviewProcess • All projects have a Sponsor (department-director level or higher) • IMTS previews and guides • Digital Initiatives Steering Committee – big picture planning – approval process – review process • Measurements of success are built in
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- 48. Technology Funding • Planfor the unexpected / rapid change • 3-year rolling technology budget • Project funding preferences –outside funding / grants –FYxxxx budget assignment –Digital Initiatives set-aside fund
- 49. Interactive Project Process MCN201549 • Curator, Interpretation, Education and IIT generate interpretive plan that identifies interactive technology needs. • IIT and Interpretation begin preliminary design phase. • IIT develops prototypes working with Interpretation and Visitor Services to test with museum visitors. • Curator, education review prototypes and work to refine content. • Curator, Interpretation, Education and IIT final review and approval.
- 50. Project Review Process MCN201550 • Quarterly review of all interactive projects; Director, Curator of Education, Director of IIT, Associate Director of Interactive Technologies, Assistant Director of Interpretation, Deputy Director for Collections and Programs. • Weekly standing meeting; Curator of Education, Director of IIT, Assistant Director of Interpretation, Associate Director of Interactive Technologies.
- 51. Funding Projects MCN 201551 •Special exhibition projects funded as part of overall exhibit budget. • Development liaison. • Funding menu of projects, staff and infrastructure needs.
- 52. Working with theSubject Experts MCN 201552 All projects, large and small, go through the same process ‒ A brief project description and background ‒ How does this help us meet the mission of the museum? ‒ What are the Measurable Goals and Objectives ‒ Who will be working on this and what are their roles? ‒ Detail the estimated budget and schedule ‒ What are the potential risks affecting the projects success?
- 53. Agile Working Group MCN201553 Weekly standing meetings that address outstanding issues ‒ Chief of Finance ‒ Head of IT ‒ Technical Representative from Administration ‒ Chief of Media Production ‒ Chief of Imaging ‒ Chief of Digital Outreach
- 54. Executive Level BuyIn MCN 201554 Monthly Meetings with Executive Officers ‒ Chief of Finance ‒ Chief of Administration ‒ Deputy Director ‒ Dean of Center of Advanced Study for Visual Art Monthly Agenda with Executive Officers ‒ Review of current projects (budget, scale, schedule) ‒ Review new project proposals ‒ Foresee potential projects on the horizon
- 55. MCN 201555 DH Cooldigital initiative Senior Administration Potential Funders Staff +
- 56. MCN 201556 DH Frankly… • Gravitas - The “weight” of your experience + your network - E.g., MCN Maybe not quite like this:
- 57. MCN 201557 DH Frankly… • Gravitas • Passion - Do you believe in the initiative? - Can you sell it, sincerely? - Can you combine energy and eloquence? “Working hard for something we don’t care about is called stress. Working hard for something we love is called passion”. - Simon Sinek
- 58. MCN 201558 DH Frankly… • Gravitas • Passion • Partnership - With your Development staff - With funders, where missions overlap Image source: http://www.mandae.com.br/blog/wp-content/uploads/2015/09/partnership.jpg Together: Unstoppable!
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- 61. • Visitors usetechnology in the galleries • They will spend time with it • They read aloud and discuss as they do so • Individuals and groups Formal Evaluation DH
- 62. • Use oftech does not detract from focus on the art • When visitors left, descriptions of their visit were about the art, and not about the technology. DH
- 63. • People whoused the technology spent more time in the exhibit than those that did not use it (even after subtracting the time spent using the technology) DH
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- 66. COLLECTS: • Which game(s)? •Time spent • Repeat(s) • Object(s) matched • Share(s)
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- 69. EXPERIMENT Each iteration try somethingnew… BETA GALLERY…
- 70. MCN 201570 DH Image source:http://jacquelinewest.com/blog/wp-content/uploads/writing-binders-smaller.jpg
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- 73. MCN 201573 Image source:http://personalexcellence.co/quotes/files/inspirational-quote-failure-thomas-edison-2.jpg DH
- 74. Change is Hard MCN201574 • Listen to other staff. • Modify our thinking based on overall institutional goals. • Enable use of technology. • Letting our infrastructure go.
- 75. Digital Strategy Truths Everyoneon the team has: • mad skillz in one or more areas. • great creativity. • unique ways of looking at problems. • unique experiences. • dedication to the museum. • passion for their work.
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