Michael Edson @ MCN '09: Smithsonian Web and New Media Strategy -- Drivers, Process, and Execution

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A 15 minute overview of the Smithsonian Institution's Web and New Media Strategy and the drivers and process behind it. Part of the "strategery" [sic] session at the Museum Computer Network conference, November 13, 2009.

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  • http://flickr.com/photos/dotcommunist/355530076/
  • Matt Morgan, metmuseum.org
  • Michael Edson @ MCN '09: Smithsonian Web and New Media Strategy -- Drivers, Process, and Execution

    1. 1. Smithsonian Web and New Media StrategyDrivers, Process, and Execution<br />…in 15 minutes or less<br />The Reduced Shakespeare Version<br />Museum Computer NetworkStrategery [sic]November 13, 2009<br />Portland, OR<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />edsonm@si.edu | @mpedson<br />
    2. 2. Preamble<br />Twitter: @mpedson<br />http://slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispaces.com<br />Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian…<br />(My M.O. is to drive change by building a sense of urgency)<br />We’re a little bird<br />
    3. 3. What to focus on in 15 minutes?<br />A lifetime of thought and work went into this, the ideas are complex and nuanced, and I should be talking about the Smithsonian Commons…<br />“But LynrdSkynrd has to play Freebird at every show”<br />@SI_CTO<br />Carmen Iannacone<br />
    4. 4. Let’s Roll it This Way @ MCN<br />The Strategy is online, so read it<br />The process was pretty unusual<br />Most of your organizations need to be making a strategy<br />So, the thing that will make the most change in the world is to focus on HOW the strategy was made, so people can go out and build their own<br />
    5. 5. Pain, Fear, or Opportunity<br />Some kind of process<br />Some kind of assertion<br />Some kind of work<br />How Strategy Goesin a really abstracted way of thinking<br />
    6. 6. Pain/Fear/Opportunity<br />Here’s what Pain, Fear, and Opportunitylook like…<br />
    7. 7. Unexpected Rivals in Reach (July – Sept, 2009)<br />Pain/Fear<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    8. 8. Pain/Fear<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex!<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    9. 9. Brand Identity<br />Pain/Fear<br />Brandtags.net<br />We are the 560th of 928 brands<br />
    10. 10. Video interviews with visitorsDo you ever use Smithsonian Web sites?<br />No, not really<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
    11. 11. /Opportunity<br />The Smithsonian Commons<br />A set of resources maintained in the public sphere for the use and benefit of everyone<br />
    12. 12. /Opportunity<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery<br />outside the institution<br />Joy’s Law: no matter <br />who you are, most of <br />The smartest people<br />work for someone else<br />
    13. 13. /Opportunity<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    14. 14. Many more of these in recent slides on slideshare.net/edsonm<br />/Opportunity<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    15. 15. /Opportunity<br />Four Grand Challenges<br />(Brand new pan-Institutional strategy!)<br />
    16. 16. /Opportunity<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a Biodiverse Planet<br />Valuing World Cultures<br />Understanding the American Experience<br />
    17. 17. Pain, Fear, or Opportunity<br />Some kind of process<br />Some kind of assertion<br />Some kind of work<br />
    18. 18. Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
    19. 19. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    20. 20. Internal Blog/Wiki/Listserv<br />Classic blog/wiki/listserv playbook<br />
    21. 21. Internal Blog/Wiki/Listserv<br />Classic blog/wiki/listserv playbook<br />
    22. 22. Internal Blog/Wiki/Listserv<br />Classic blog/wiki/listserv playbook<br /><ul><li>Build a shared vocabulary
    23. 23. Keep focus on mobile, UX, other subtle things
    24. 24. Celebrate internal experts
    25. 25. Practice skills to be used later on (“you get what you practice”)</li></li></ul><li>Floated idea in internal blog post, 9/23/2008<br />
    26. 26. “What I Heard and What I Told Sr. Management”Reactions/support/advice from internal practitioners: <br /><ul><li>We like fast
    27. 27. We like transparent
    28. 28. Make it actionable
    29. 29. Thoughtful synthesis is important
    30. 30. (this is your last chance to get it right…)</li></li></ul><li>Very important slide!<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process (Time is the enemy)
    31. 31. Increase size of brain trust (Joy’s Law)
    32. 32. Improve the odds for change
    33. 33. Improve odds for execution (public promises not easily forgotten)
    34. 34. Outside champions more likely to support “commons” goals than status-quo insiders
    35. 35. Walking the Talk vis-à-vis crowdsourcing and innovation model
    36. 36. “You get what you practice”</li></li></ul><li>Smithsonian 2.0<br />
    37. 37. Smithsonian 2.0<br />
    38. 38. Process: Workshops to Wiki<br />Http://smithsonian-webstrategy.wikispaces.com<br />
    39. 39. Process: Workshops to Wiki<br />
    40. 40. Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.” <br />
    41. 41. Process: Workshops to Wiki<br />
    42. 42. Process: Workshops to Wiki<br />
    43. 43. Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wiki<br />
    44. 44. Process: Workshops to Wiki<br />“What I say really matters (because I know it will be seen/heard after the meeting ends)”<br />
    45. 45. Process: Workshops to Wiki<br />“Not everything that matters will get said in the next hour by the people in this room. The wiki encourages thoughtful synthesis and new ideas”<br />
    46. 46. Process: Workshops to Wiki<br />Highlighting “actions required” and important themes, post workshop.<br />
    47. 47. Process: Workshops to Wiki<br />
    48. 48. Process: Workshops to Wiki<br />
    49. 49. Process: Workshops to Wiki<br />Outside comments, post workshop. (M. Morgan @ met?)<br />
    50. 50. Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
    51. 51. Public-Facing Wiki<br />Improvement/synthesis over time<br />Added highlight, Action Required<br />
    52. 52. Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!”<br />
    53. 53. Public-Facing Wiki<br />Improvement/synthesis over time<br />Apology and re-cast original assertion<br />
    54. 54. Public-Facing Wiki<br />Improvement/synthesis over time<br />Another user synthesizes core question: How do units break out these costs?<br />
    55. 55. YouTube: Voice Your Vision<br />
    56. 56. Twitter: #si20<br />
    57. 57. Risks?<br />Of course!<br />So, what do you do…?<br />…List them on the Wiki!<br />
    58. 58.
    59. 59.
    60. 60. Pain, Fear, or Opportunity<br />Some kind of process<br />Some kind of assertion<br />Some kind of work<br />
    61. 61. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    62. 62. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />Example of a goal. (This one is a doozie - -- just one sentence!) <br />“Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according”<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    63. 63. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />Example of a goal. (This one is a doozie - -- just one sentence!) <br />“Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according”<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    64. 64. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />Example of a goal. (This one is a doozie - -- just one sentence!) <br />“Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according”<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    65. 65. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />Example of a goal. (This one is a doozie - -- just one sentence!) <br />“Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according”<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Tactical Implementation (#1 of 6):<br />“Recruit a pan-Institutional Web and New Media leader and give that person the decision-authority and visibility to lead change”<br />Each Goal has specific program, policy, and tactical recommendations<br />
    66. 66. Smithsonian Institution<br />The Wiki is the strategy<br />(the PDF is just a convenience download)<br />http://smithsonian-webstrategy.wikispaces.com <br />
    67. 67. “The impact of online collections can be greatly magnified by highlighting the knowledge and insight of Smithsonian experts…and a matrix of tools, policies, and resources that allows our audiences to be our partners in the increase and diffusion of knowledge.”<br />
    68. 68. Old Learning Model<br />New Learning Model<br />
    69. 69. “Encourage and provide necessary support for staff to share their work and ideas directly with visitors though blogging, video, mobile platforms, geospatial data, and other Web and New Media formats”<br />
    70. 70. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    71. 71. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    72. 72. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    73. 73. “Embrace user-generated content as an important catalyst to engagement and inquiry, particularly for younger and more Web 2.0 kinds of audiences”<br />
    74. 74. “Governance is the kinetic exercise of management policies related to decisions that define expectations, grant power, or verify performance within an organization... ”<br />
    75. 75. “…Successful governance and leadership are the keys to accomplishing any of thegoals in this strategic plan.”<br />
    76. 76. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”<br />
    77. 77. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”<br />
    78. 78. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”<br />
    79. 79. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters in the strategy, and via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />
    80. 80. Pain, Fear, or Opportunity<br />Some kind of process<br />Some kind of assertion<br />Some kind of work<br />
    81. 81. “You know Michael, this strategy is just the part of the iceberg you can see above the water. Everything below the waterline is change management.”<br />Leo Mullen<br />CEO, Navigation Arts<br />
    82. 82. Prototype<br />We are creating a prototype to demonstrate the impact of the Smithsonian Commons concept on key audiences. (Prototype will be complete in 10 weeks.)<br />
    83. 83. Is the Smithsonian an organization that’s been preparing to drive change?<br />?<br />
    84. 84. The Change Model<br />(Borrowed from software and social entrepreneurship)<br />Think big, start small, move fast<br />Focus on doing things that matters (via Tim O’Reilly)<br />Cultural institutions exist to do work in the culture<br />Drive change through building A Sense of Urgency (John. P. Kotter)<br />Museum Computer NetworkStrategery [sic]November 13, 2009<br />Portland, OR<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />edsonm@si.edu | @mpedson<br />
    85. 85. The Change Model<br />(Borrowed from software and social entrepreneurship)<br />Think big, start small, move fast<br />Focus on doing things that matters (via Tim O’Reilly)<br />Cultural institutions exist to do work in the culture<br />Drive change through building A Sense of Urgency (John. P. Kotter)<br />Museum Computer NetworkStrategery [sic]November 13, 2009<br />Portland, OR<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />edsonm@si.edu | @mpedson<br />

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