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 …

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

Transcript

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