NAS Seminar - Creating Value - Day 3
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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......

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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  • 1. Integrated Action Making sure all the pieces work together © 2013 National Arts Strategies.
  • 2. Putting the Pieces Together 2© 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
  • 3. How (Choices) Sharing The Road to Creating Value 3 Who and What
  • 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. Putting the Pieces Together Delivering on your value promise © 2013 National Arts Strategies. 5
  • 6. Lucy and the Chocolate Factory 6© 2014 National Arts Strategies.
  • 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. 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. Integrated Museum Plan 9© 2014 National Arts Strategies.
  • 10. Building Your Integrated Plan Using the framework for your organization © 2013 National Arts Strategies. 10
  • 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. 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. Customer Segments 13© 2014 National Arts Strategies. Customer Segments • For whom are we creating value? • Who are our most important audiences?
  • 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. 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. 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. Teamwork: Market Strategy 17© 2014 National Arts Strategies.
  • 18. Building Your Integrated Plan Continue using the framework for your organization © 2013 National Arts Strategies. 18
  • 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. 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. 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. 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. Teamwork: Operations 23© 2014 National Arts Strategies.
  • 24. A Look at Our Day Brief reflection on the day and plans for tomorrow © 2014 National Arts Strategies. 24
  • 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. 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. 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. Thank you 28© 2013 National Arts Strategies.