The Culture Paradox(or, why Shakespeare is Spanish)24th March 2012
The Cultural Imperative…•   To select, collect, interpret and present•   In highly controlled contexts•   Over a long peri...
National Museum’s Mission Statement (Google it)The Museums responsibilities are to safeguard and enhance the value of its ...
The barriers to openness•   The barrier is not a question of cost•   The barrier is a question of mission & value•   Succe...
A difference of opinionCultural organisation     Open Content LobbyControlled context        OpenAuthority                ...
Where next?•   More and more cultural organisations are exploring open as a form of    engagement•   An emerging model bas...
Thank you!Professional network & expertise – www.collectionslink.org.ukFollow Collections Trust - @collectiontrustOr follo...
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
The Culture Paradox (or why Shakespeare is Spanish)
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The Culture Paradox (or why Shakespeare is Spanish)

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Presentation to the 2012 ORGCon at the Univers

Published in: Education, Spiritual
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The Culture Paradox (or why Shakespeare is Spanish)

  1. 1. The Culture Paradox(or, why Shakespeare is Spanish)24th March 2012
  2. 2. The Cultural Imperative…• To select, collect, interpret and present• In highly controlled contexts• Over a long period• Creating ‘high-end’ knowledge• Based on authority & credibility• To create public trust
  3. 3. National Museum’s Mission Statement (Google it)The Museums responsibilities are to safeguard and enhance the value of its pre-eminent assets:• Its collections• Its expertise• Its buildingsObjectivesThe Museums objectives are to spread the benefits of these assets by:• Maximizing access and inspiration for all users• Satisfying stakeholders, locally, nationally and internationally• Effective organization and sound financial management
  4. 4. The barriers to openness• The barrier is not a question of cost• The barrier is a question of mission & value• Success in ‘open content’ world is maximising re-use• Success in ‘culture’ world is maximising engagement on our terms• The problem is that we share the same mission in word, but not in meaning• Economics, copyright & technology are all surmountable issues, but only if we want them to be
  5. 5. A difference of opinionCultural organisation Open Content LobbyControlled context OpenAuthority OpenRecouping investment Taxpayers moneyExpertise OpenQuality control CrowdsourceLong-term Open
  6. 6. Where next?• More and more cultural organisations are exploring open as a form of engagement• An emerging model based on 80%, 15%, 5%• BUT it is precisely the high-value cultural items that people want to be able to repurpose• £250m of public investment has digitised maybe 7% of collections• Metadata in the culture sector is not just metadata• Declining subsidy will only make it worse
  7. 7. Thank you!Professional network & expertise – www.collectionslink.org.ukFollow Collections Trust - @collectiontrustOr follow me - @NickPoole1

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