0
Integrated Action
Making sure all the pieces work together
© 2013 National Arts Strategies.
Putting the Pieces Together
2© 2013 National Arts Strategies.
Strategic
Thinking
Integrated
Action
Planning &
Communicatio...
How (Choices) Sharing
The Road to Creating Value
3
Who and What
Our Plan for Today
4© 2014 National Arts Strategies.
8:30 – 9:15 Putting the Pieces Together
9:15 – 10:30 Building Your In...
Putting the Pieces Together
Delivering on your value promise
© 2013 National Arts Strategies.
5
Lucy and the Chocolate Factory
6© 2014 National Arts Strategies.
Integrated Action
The activities of a museum (or a program)
are integrated if they all align to
deliver on the value promi...
Do Museum Actions Hold Together?
8© 2014 National Arts Strategies.
Value
Promise
Audience
Engagement
Operations
Financial ...
Integrated Museum Plan
9© 2014 National Arts Strategies.
Building Your Integrated Plan
Using the framework for your organization
© 2013 National Arts Strategies.
10
Our Approach to the Canvas Today
1. Build your canvas as a team
1. Customer-facing components first
2. Operations next
2. ...
Value Proposition
12© 2014 National Arts Strategies.
Value Proposition
• What value do we deliver
to the audience?
• What ...
Customer Segments
13© 2014 National Arts Strategies.
Customer Segments
• For whom are we creating
value?
• Who are our mos...
Customer Relationships
14© 2014 National Arts Strategies.
Customer Relationship
What type of relationship will we create
w...
Channels
15© 2014 National Arts Strategies.
Channels
How will you reach your visitors?
How do they like to be reached?
• A...
Revenue Sources
16© 2014 National Arts Strategies.
Revenue Sources
Where does revenue come from?
What do audiences pay for...
Teamwork: Market Strategy
17© 2014 National Arts Strategies.
Building Your Integrated Plan
Continue using the framework for your organization
© 2013 National Arts Strategies.
18
Key Activities
19© 2014 National Arts Strategies.
Key Activities
What key activities are required to
deliver on our promis...
Key Resources
20© 2014 National Arts Strategies.
Key Resources
What key resources are required to
deliver on our value pro...
Key Partners
21© 2014 National Arts Strategies.
Key Partners
Who are our key partners for
delivering on our value proposit...
Cost Structure
22© 2014 National Arts Strategies.
Cost Structure
What costs drive the overall
cost of operations?
• Essent...
Teamwork: Operations
23© 2014 National Arts Strategies.
A Look at Our Day
Brief reflection on the day and plans for tomorrow
© 2014 National Arts Strategies.
24
What We Covered
 The concept of integrated action
 The business model canvas
 Analyzing consistency to deliver on your ...
What Does All of this Mean?
 Integrated action is essential to:
o Create a consistent guest experience
o Use your resourc...
What Does It Mean in Your Daily Work?
 Make sure you know:
o the critical target audiences
o The value your museum wants ...
Thank you
28© 2013 National Arts Strategies.
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NAS Seminar - Creating Value - Day 3

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The third day of the NAS seminar in Oman on strategic thinking and creating value. The focus for the day is how actions hold together in a plan (using the business model canvas as the tool for conversation).

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Transcript of "NAS Seminar - Creating Value - Day 3"

  1. 1. Integrated Action Making sure all the pieces work together © 2013 National Arts Strategies.
  2. 2. Putting the Pieces Together 2© 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
  3. 3. How (Choices) Sharing The Road to Creating Value 3 Who and What
  4. 4. Our Plan for Today 4© 2014 National Arts Strategies. 8:30 – 9:15 Putting the Pieces Together 9:15 – 10:30 Building Your Integrated Plan 10:45 –12:00 Class Discussion 1:00 – 2:00 Building Your Integrated Plan Continued 2:15 – 3:15 Class Discussion 3:15 – 3:30 Reflection on the Day
  5. 5. Putting the Pieces Together Delivering on your value promise © 2013 National Arts Strategies. 5
  6. 6. Lucy and the Chocolate Factory 6© 2014 National Arts Strategies.
  7. 7. Integrated Action The activities of a museum (or a program) are integrated if they all align to deliver on the value promise. Integration ensures resources are used effectively and the complete audience experience is consistent with the promise. 7© 2014 National Arts Strategies.
  8. 8. Do Museum Actions Hold Together? 8© 2014 National Arts Strategies. Value Promise Audience Engagement Operations Financial Model + Traditional museum goers + Schools - New demographics + membership + blockbusters - “portfolio” + on-site + school trips - In community - digital + within cultural “box” - Relative to leisure options + curation + conservation + exhibit design +education - Relationship management - co-creation + collections + venues - technology + academics + collectors + designers + museums - parking - retailers - restaurants - redundancy + overhead - “starchitects” + admission fees + contributions - broad donor support
  9. 9. Integrated Museum Plan 9© 2014 National Arts Strategies.
  10. 10. Building Your Integrated Plan Using the framework for your organization © 2013 National Arts Strategies. 10
  11. 11. Our Approach to the Canvas Today 1. Build your canvas as a team 1. Customer-facing components first 2. Operations next 2. “Take a tour” of your colleagues plans. 1. What advice can you give them? 2. What ideas can you learn from them? 3. Step back and reflect on your completed canvas o What insights do you find? o What issues do you need to address? o If the promise changes, do the activities change? 11© 2014 National Arts Strategies.
  12. 12. Value Proposition 12© 2014 National Arts Strategies. Value Proposition • What value do we deliver to the audience? • What bundles of services are we offering?
  13. 13. Customer Segments 13© 2014 National Arts Strategies. Customer Segments • For whom are we creating value? • Who are our most important audiences?
  14. 14. Customer Relationships 14© 2014 National Arts Strategies. Customer Relationship What type of relationship will we create with visitors? • Personal assistance • Self-service • Communities • Co-Creation • Other?
  15. 15. Channels 15© 2014 National Arts Strategies. Channels How will you reach your visitors? How do they like to be reached? • Awareness? • Evaluation? • Participation? • Post-visit?
  16. 16. Revenue Sources 16© 2014 National Arts Strategies. Revenue Sources Where does revenue come from? What do audiences pay for? What do they really want to pay for? • Ministry funds • Admissions • Memberships • “Extras” • Rental • Touring exhibits • Licensing
  17. 17. Teamwork: Market Strategy 17© 2014 National Arts Strategies.
  18. 18. Building Your Integrated Plan Continue using the framework for your organization © 2013 National Arts Strategies. 18
  19. 19. Key Activities 19© 2014 National Arts Strategies. Key Activities What key activities are required to deliver on our promise, channels, and relationships? • Program • Problem Solving • Networks
  20. 20. Key Resources 20© 2014 National Arts Strategies. Key Resources What key resources are required to deliver on our value promise? • Physical • Intellectual • Human • Financial
  21. 21. Key Partners 21© 2014 National Arts Strategies. Key Partners Who are our key partners for delivering on our value proposition? • Special resources and skills • Optimization and efficiency • Risk management
  22. 22. Cost Structure 22© 2014 National Arts Strategies. Cost Structure What costs drive the overall cost of operations? • Essential • Enabling • Large • Add risk • Promise efficiencies
  23. 23. Teamwork: Operations 23© 2014 National Arts Strategies.
  24. 24. A Look at Our Day Brief reflection on the day and plans for tomorrow © 2014 National Arts Strategies. 24
  25. 25. What We Covered  The concept of integrated action  The business model canvas  Analyzing consistency to deliver on your promise 25© 2013 National Arts Strategies.
  26. 26. What Does All of this Mean?  Integrated action is essential to: o Create a consistent guest experience o Use your resources most effectively o Create your vision and value for the community  Organizations make 100s and 1000s of decisions o Of course they get out of sync o You need to have in mind a sketch of what matters o Periodic team review and discussion helps 26© 2014 National Arts Strategies.
  27. 27. What Does It Mean in Your Daily Work?  Make sure you know: o the critical target audiences o The value your museum wants to create  Make your own sketch of the best integrated actions o Do on your own with what you know o Ask your leadership to help form a sketch  Ask yourself, will this action or this option be consistent with our sketch? Why or why not? 27© 2014 National Arts Strategies.
  28. 28. Thank you 28© 2013 National Arts Strategies.
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