This paper provides a real-world example of how strategic planning can have a radical impact on the working practice of a cultural organisation. It explores the ways that the National Gallery, London has had to change long established, and deep-routed thinking in order to successfully deliver its vision for a new film Channel. Encompassing everything from its overhaul of commissioning and decision-making mechanisms through to a new production model for film content. By sharing our experiences as we move towards a new and evolving digital future, the paper will offer valuable insights into the challenges of affecting positive change.
Following the development of a Digital Engagement Strategy at the National Gallery, London, the paper explores the significant impact that implementing the strategy has begun to have on the organisation as a whole. The need to change long established working methods in order to be compatible with the demands of a new digital platform has required seismic shifts in both our thinking and our practice.
Focusing on the development of a new, online film Channel the paper explores how the Gallery has had to radically change its approach to the ways it makes decisions, develops ideas around content, and commissions and produces new films. By actively choosing not to maintain the status quo new ways of working have been needed, and the impact on internal processes and established structured and has been extensive.
The paper provides insights into the Gallery’s rationale; an overview of where we are in the process and the practical steps we have taken to affect change. By reflecting on the progress to date and the valuable lessons learned this project clearly demonstrates the power that a digital initiative can have on the internal culture of an organisation when it is framed within a wider, long-term strategic plan.
@cb_sexton | @nationalgallery | @NGDigital