Michael Edson Potomac Forum Government and Transparent Web Strategy

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  • Phenomenal. So sorry i missed tuesday - work, you know. But will be there for next.
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  • Photo, CC licensed from Representative Virginia Fox (R – N.C.), http://flickr.com/photos/repvirginiafoxx/2298030037/
  • http://flickr.com/photos/smithsonian/2574813697/
  • http://flickr.com/photos/bootbearwdc/3054827814/sizes/l/

  • http://flickr.com/photos/bootbearwdc/3054827814/sizes/l/

  • http://flickr.com/photos/bootbearwdc/3054827814/sizes/l/

  • http://flickr.com/photos/spakattacks/2294317783/
  • http://flickr.com/photos/spakattacks/2294317783/
  • http://flickr.com/photos/spakattacks/2294317783/
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    N00/466551606/
  • http://flickr.com/photos/91499534@
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  • http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related
  • http://www.pewinternet.org/PPF/r/107/presentation_display.asp
  • http://flickr.com/photos/bootbearwdc/3054827814/sizes/l/

  • http://flickr.com/photos/bootbearwdc/3054827814/sizes/l/

  • Jeff Kinney
  • ““Over the last half century, various assessors had ascribed three fates to U-879: they first pronounced her lost without a trace; then sunk off Halifax in Canadian waters; then sunk of Cape Hatteras, North Carolina. As the Divers studied further, they recognized that the current assessment by German naval historian Axel Niestlé—that U-879 had been sunk off Cape Hatteras—was correct. But the lesson was stark and by now familiar: written history was fallible. Sloppy and erroneous assessments had been rushed into the official record, only to be presumed accurate by historians, who then published elegant reference works echoing the mistakes. Unless a person was willing, as Chatterton and Kohler were, to ditch work and sneak off to Washington, chisel away at mountains of opaque original documents, sleep in fleabag motels, eat street-vendor hot dogs, and runoutside every two hours to shovel quarters into a parking meter, he would presume the history books to be correct. As they left Washington for New Jersey that night, Chatterton and Kohler celebrated their detective work—original research that virtually proved that the [vessel they found] was U-857. Along the way each marveled at how easy it was to get an incomplete picture of the world if one relied solely on experts, and how important it would be to further rely on oneself.” P229
  • ““Over the last half century, various assessors had ascribed three fates to U-879: they first pronounced her lost without a trace; then sunk off Halifax in Canadian waters; then sunk of Cape Hatteras, North Carolina. As the Divers studied further, they recognized that the current assessment by German naval historian Axel Niestlé—that U-879 had been sunk off Cape Hatteras—was correct. But the lesson was stark and by now familiar: written history was fallible. Sloppy and erroneous assessments had been rushed into the official record, only to be presumed accurate by historians, who then published elegant reference works echoing the mistakes. Unless a person was willing, as Chatterton and Kohler were, to ditch work and sneak off to Washington, chisel away at mountains of opaque original documents, sleep in fleabag motels, eat street-vendor hot dogs, and runoutside every two hours to shovel quarters into a parking meter, he would presume the history books to be correct. As they left Washington for New Jersey that night, Chatterton and Kohler celebrated their detective work—original research that virtually proved that the [vessel they found] was U-857. Along the way each marveled at how easy it was to get an incomplete picture of the world if one relied solely on experts, and how important it would be to further rely on oneself.” P229
  • Michael Edson Potomac Forum Government and Transparent Web Strategy

    1. 1. Building Transparency with Transparency Making the Smithsonian’s Web and New Media Strategy
    2. 2. Preamble • Twitter: @mpedson, • Slides and other good stuff at 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… • We’re a little bird • How is this good for you as… – A technologist? (How can you help us do this?) – An enthusiast? A re-user? A citizen?
    3. 3. • 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 [video available upon request]
    4. 4. The Case for Change The next 20 slides (15 minutes) lay out the case for change and “urgency” Then, we’ll talk about the strategy/change process Then we’ll talk about what the strategy might look like
    5. 5. A Model Institution
    6. 6. A Model Institution
    7. 7. A Model Institution Visitors Customers Collaborators Contributors Champions Critics Competitors
    8. 8. A Model Institution What example shall we provide?
    9. 9. A Model Institution What do you do?
    10. 10. The Un-Common Institution
    11. 11. The Un-Common Institution
    12. 12. The Un-Common Institution 99% decentralized
    13. 13. The Un-Common Institution A “thousand wildflowers…”
    14. 14. The Un-Common Institution
    15. 15. The Un-Common Institution • Search and findability • Usability and branding • Web 2.0 patterns • Platform development/maintenance • Duplication of effort Nobody would design a world-class institution like this!
    16. 16. Vexatious Phenomena
    17. 17. Vexatious Phenomena Unexpected Rivals in Google Search Google Images Wikipedia Ocean.com Discoveryeducation.com NASA Enchantedlearning.com
    18. 18. Vexatious Phenomena Unexpected Rivals in Reach Enchantedlearning.com si.edu discoveryeducation.com ocean.com Google Images Wikipedia Ocean.com
    19. 19. Vexatious Phenomena Unexpected Rivals in Reach Enchantedlearning.com si.edu discoveryeducation.com ocean.com
    20. 20. Vexatious Phenomena Traffic Trending Down
    21. 21. Vexatious Phenomena Brand Identity
    22. 22. Vexatious Phenomena We’re competing with… everybody!
    23. 23. Vexatious Phenomena We’re competing with… everybody!
    24. 24. Vexatious Phenomena We’re competing with… everybody!
    25. 25. Vexatious Phenomena The Demographic Tsunami 0 10 20 30 40 50 60 70 80 90 Ages 12- 17 Ages 18- 29 Ages 30- 38 Ages 39- 48 Ages 49- 60 Ages 61- 69 Ages 70+ Percentage Online Content Creation by Age Internet users November 2007 data: Pew Internet and American Life Project
    26. 26. Vexatious Phenomena The Demographic Tsunami “Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.” Lee Rainie Pew Internet and American Life Project
    27. 27. A Model Institution http://www.youtube.com/watch?v=N5x4Sga0d1s
    28. 28. A Model Institution What example shall we provide?
    29. 29. A Model Institution (What do you do?)
    30. 30. Let’s Make Strategy! How?
    31. 31. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Strategy Execution Strategy Process
    32. 32. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions
    33. 33. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Pockets of excellence, but…
    34. 34. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions How Many Succeed? How many times have you seen one used as a tool that does work? Often Ineffective for prioritizing short-term opportunities Not actionable
    35. 35. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Innovation at the Edges: A Commons in the Middle See “Imagining a Smithsonian Commons on slideshare.net/edsonm Flickr Commons, Creative Commons, MIT OCW Where do the smartest people work? (for someone else)-- Where will innovation take place? In 100k garages!
    36. 36. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Stratified water temperature acts as a barrier
    37. 37. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Knowledge, communication, action models are different Management Practitioners
    38. 38. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Messages get distorted, lost
    39. 39. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Messages get distorted, lost
    40. 40. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions The model of “enduring wisdom” vs “the wisdom of crowds”
    41. 41. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Example of DIY knowledge creation: The Shadow Divers
    42. 42. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions The Shadow Divers
    43. 43. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Richie Kohler and John Chatterton See slide notes for extended quote about knowledge advanced by “amateurs”
    44. 44. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions My neighbor JG has a small business giving hands-on science talks to elementary school classrooms. …The Smithsonian isn’t helping her, and it should.
    45. 45. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Capability Maturity Model Framework for understanding what projects you’re capable of doing More at http://slideshare.net/edsonm
    46. 46. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Generally low process maturity across the org More at http://slideshare.net/edsonm
    47. 47. SI Position Past Strategies Edge Innovation/ Commons Thermocline Learning Model Shadow Divers & JG Process Maturity Local Conditions Strategy Execution Strategy Process
    48. 48. Strategy Execution Strategy Process
    49. 49. Strategy Execution Strategy Process September, 2008: “How to make Web and New Media Strategy” posted to internal blog Workshop-to-wiki Public Fast Transparent
    50. 50. Strategy Execution Strategy Process • Faster than traditional committee- driven process • Increase size of brain trust • Improve the odds for change • Improve odds for execution (public promises not easily forgotten) • Outside champions more likely to support “commons” goals than status- quo insiders • Walking the Talk vis-à-vis crowdsourcing and innovation model • “You get what you practice” The advantages of public, fast, and transparent This is THE most important slide (OK, I’m burying my lead, but the context is important)
    51. 51. Strategy Execution Strategy Process October 2008 “What I Heard and What I’ll Tell Senior Management” posted to Internal Blog Blessing and advice from practitioners: Fast, transparent, public GOVERNANCE! SUPPORT ACTIONABLE …last chance dude
    52. 52. Strategy Execution Strategy Process What Actually Happened?
    53. 53. Internal Blog/Wiki/Listserv 152 posts to internal blog
    54. 54. Internal Blog/Wiki/Listserv Classic blog/wiki playbook
    55. 55. Internal Blog/Wiki/Listserv Classic blog/wiki playbook
    56. 56. Internal Blog/Wiki/Listserv Classic blog/wiki playbook
    57. 57. Steering Committee • Breakthrough! A FAQ on a Wiki instead of a charter!!!
    58. 58. Steering Committee • Breakthrough! A FAQ on a Wiki instead of a charter!!! Q: How is the committee going to make good decisions about leading-edge technologies and the inherent positive and negative of internet trends when they are not themselves internet experts? A: It’s not going to be easy. We recognize that we aren’t experts and we may take missteps along the way. That’s why we will be seeking advice from many sources including internal practitioners and external leaders. We will also work to expand knowledge of our audiences and what actual users think of the Institution’s web and new media initiatives. The committee also recognizes the need to establish pan-Institutional working groups to address specific issues and opportunities, in much the same way as OCIO has established collaborative Technical Working Groups (TWGs) to make hardware and software decisions in recent years.
    59. 59. Smithsonian 2.0
    60. 60. Smithsonian 2.0
    61. 61. Process: Workshops to Wiki Http://smithsonian-webstrategy.wikispaces.com
    62. 62. Deliverables/Success Factors/Risks http://smithsonian-webstrategy.wikispaces.com/Deliverables,+Success+Factors,+Risks
    63. 63. Deliverables/Success Factors/Risks • Deliverables – Vibrant productive wiki that demonstrates – Capture current 2.0-esque activities – 10-page exec summary • Success (how we measure it) – Deliver clear, actionable recommendations – Recommendations include viable options for moving forward with no budget increase (as well as creating opportunities for outside funding) – Recommendations are approved – Recommendations incorporated into pan-SI strategic plan – Internal staff report high satisfaction with process (via workshop assessment survey, buzz) – Workshops fully subscribed – > 10 VIP external contributors to the wiki – > 5 SI 2.0 external participants contribute via blog/wiki – Smooth connection with pan-SI strategy process
    64. 64. Deliverables/Success Factors/Risks • Risks (and mitigation) – Audience – BOGSAT (Bunch of Guys/Gals Sitting Around Talking) – Fixated on "Web 2.0“ – Loss of control – Hidden agendas, inaccuracies and falsehoods – Sensitive or proprietary information is exposed to the public
    65. 65. Process: Workshops to Wiki
    66. 66. 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.”
    67. 67. Process: Workshops to Wiki
    68. 68. Process: Workshops to Wiki Real-time notes are being posted to the public wiki in plain view
    69. 69. Process: Workshops to Wiki
    70. 70. Process: Workshops to Wiki
    71. 71. Process: Workshops to Wiki
    72. 72. Public-Facing Wiki • Improvement/synthesis over time Original workshop notes
    73. 73. Public-Facing Wiki • Improvement/synthesis over time Added highlight, Action Required
    74. 74. Public-Facing Wiki • Improvement/synthesis over time Attendee says “wait a minute!”
    75. 75. Public-Facing Wiki • Improvement/synthesis over time Apology and re- cast original assertion
    76. 76. Public-Facing Wiki • Improvement/synthesis over time Another user synthesizes core question: How do units break out these costs?
    77. 77. YouTube: Voice Your Vision http://www.youtube.com/groups_layout?name=SmithsonianVision
    78. 78. YouTube: Voice Your Vision http://www.youtube.com/groups_layout?name=SmithsonianVision
    79. 79. YouTube: Mashup http://www.youtube.com/watch?v=MTJ8u2HGtrs Visitors, video responses, Science Commons
    80. 80. Twitter: #si20
    81. 81. Schedule/Workflow This part of the process became committee-centric, and took a month longer than anticipated. My bad.
    82. 82. Workshop Evaluations URL sent to every participant
    83. 83. Workshop Evaluations Results and “I heard you” posted to public wiki
    84. 84. Workshop Evaluations Some very constructive. Some real anger/frustration too! Comments:
    85. 85. Transparency—don’t blink! Draft Strategy was out in the open May 12th… Then it disappeared into a committee process. I was hoping to avoid this, I blinked, and it’s a slow, patient task to open it up again. (But… should strategy-creation be confidential, slow and patient…? Probably yes, sometimes) This is the SECOND most important slide (OK, I’m burying my lead again)
    86. 86. Paper Chase/Committee Process “silent, deep, and slow”
    87. 87. Paper Chase/Committee Process “silent, deep, and slow” “Silent and Deep” necessary? No. Slow necessary? At some point in the process, yes.
    88. 88. Strategy Execution Strategy Process Three Themes Eight Goals 54 Tactical Recommendations Leo Mullen of Navigation Arts came up with this structure and authored the base strategy
    89. 89. Strategy Execution Strategy Process Three Themes Eight Goals 54 Tactical Recommendations Note: This is all unofficial and preliminary until it’s posted to our public Wiki: http://smithsonian- wikispaces.com
    90. 90. Strategy Execution Strategy Process Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Preliminary DRAFT
    91. 91. Strategy Execution Strategy Process Eight Goals Mission Brand Learning Experience Interpretation Business Model Technology Governance Preliminary DRAFT
    92. 92. Strategy Execution Strategy Process 54 Recommendations … with 5 “do next” items 1. Post doc to wiki 2. Synchronize with other strategy efforts 3. Appoint a leader 4. Develop a tactical road map 5. Embrace the Smithsonian Commons Preliminary DRAFT
    93. 93. Strategy Execution Strategy Process 54 Recommendations The Smithsonian Commons as the centerpiece of the strategy: “Facilitate learning, creativity, innovation through open access to Smithsonian collections, resources, and communities.” Preliminary DRAFT
    94. 94. Strategy Execution Strategy Process 54 Recommendations The Smithsonian Commons as the centerpiece of the strategy: “Facilitate learning, creativity, innovation through open access to Smithsonian collections, resources, and communities.” Preliminary DRAFT See http://smithsonian- webstrategy.wikispaces.com in coming weeks for Strategy version 1.0
    95. 95. Strategy Execution Strategy Process Most Strategies Fail. Gulp. “You know Michael, we have about a 3% chance of executing any strategy we come up with…” -- A Talented Web Strategist
    96. 96. Don’t forget about us!!!
    97. 97. Past Strategies SI Position Edge Innovation/ Commons Thermocline Innovation Model Shadow Divers & JG Process Maturity Local Conditions Strategy Execution Strategy Process

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