Prototyping theSmithsonian Commons<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Instituti...
Prototyping theSmithsonian Commons<br />Note: I’m going to skipa lot of these slides as I<br />present this!<br />(But I i...
Smithsonian Commons PrototypeOverture<br />
Story 1: Visitor (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
Story 2: Teacher (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
Story 3: Millennial (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
Story 4: Enthusiast (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
Smithsonian Strategic Plan<br />
Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Smithsonian Secretary G. Wayne Cl...
Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Unlocking the Mysteries of the Un...
Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Unlocking the Mysteries of the Un...
Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Unlocking the Mysteries of the Un...
Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Unlocking the Mysteries of the Un...
Smithsonian Strategic Plan<br />Strategy Schmatergy! We’ve seen strategy before!<br />Four Grand Challenges<br />Unlocking...
Smithsonian Strategic Plan<br />No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)<br />h...
Empower citizen-scholars!<br />Blend assets w. new technology!<br />
Solve big complex problems!<br />Interdisciplinary collaborations and partnerships! <br />
Interdisciplinary<br />Collaborative<br />Entrepreneurial<br />
“Innovative informal education”  !!!<br />
“Use our vast resources for the public good in the midst of unceasing change”<br />
c<br />
c<br />This is big, audacious, important stuff. <br />This is work!<br />This is relevance earned through a job well done....
First order questions<br />
First order questions<br />Where is this work going to take place? <br />What kind of organization, infrastructure, platfo...
My workplace, like so many others,is deeply conflictedabout these questions.<br />
Chris AndersonFree, the Future of a Radical Price<br />
Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy aroun...
Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy aroun...
Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy aroun...
Duh!<br />Huh!?<br />
Thermocline(a metaphor)<br />Duh!<br />Huh!?<br />
Thermocline(a metaphor)<br />Stratified water temperature acts as a barrier<br />
Thermocline(a metaphor)<br />Knowledge, communication,<br />action models are different<br />Management<br />Practitioners...
Thermocline(a metaphor)<br />Messages get distorted, lost<br />
Thermocline(a metaphor)<br />Messages get distorted, lost<br />
Thermocline(a metaphor)<br />Thermocline Issues define the change environment and explain why strategy is needed (and why,...
Urgency<br />Thermocline Issues<br />Complacency <br />John P. Kotter, A Sense of Urgency<br />
In exchange for public<br />funds and public trust,museums should<br />do workfor society<br />Thermocline Issues<br />Mus...
Institutions built onthe model of <br />social entrepreneurship:<br />Think Big,Start SmallMove Fast<br />Thermocline Issu...
Thermocline Issues<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discover...
Thermocline Issues<br />The most interestingecosystems arein “border habitats”between the two<br />You can managetechnolog...
Thermocline Issues<br />“There’s no such thing<br />as social media, it’s just<br />doing stuff with a<br />Computer. Ever...
Thermocline Issues<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a ...
Thermocline Issues<br />“we are living in the middle of a remarkable increase in our ability to share, to cooperate with o...
Thermocline Issues<br />Build an ascendant brandby“doing work that matters”<br />Make money, now<br />“Once [the Smithsoni...
Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />
Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />Moore’s Law means<br />these things w...
Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />Moore’s Law means<br />these things w...
Gardeningchange model*Build a platform &cultivate Web 2.0<br />as a way of thinkingabout work<br />Thermocline Issues<br /...
Every user is a<br />hero<br />In their ownepic journey<br />Thermocline Issues<br />Provide services<br />to passive audi...
Every user is a<br />hero<br />In their ownepic journey<br />Thermocline Issues<br />Provide services<br />to passive audi...
Myths/misconceptions about the relevance, reach, and impact of traditional models<br />
Myths/misconceptions about the relevance, reach, and impact of traditional models<br />(See Imagining a Smithsonian Common...
“Most organizations don’t getserious about strategy untilthey are afraid or in pain”<br />Leo Mulen, CEONavigation Arts<br />
Hey!We wrote aWeb and New MediaStrategy!!!<br />
Hey!We made aWeb and New MediaStrategy!!!<br />
Smithsonian 2.0 Conference<br />
Smithsonian 2.0 Conference<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information...
Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wik...
Process: Workshops to Wiki<br />“What I say really matters (because I know it will be seen/heard after the meeting ends)”<...
Process: Workshops to Wiki<br />“Not everything that matters will get said in the next hour by the people in this room. Th...
Process: Workshops to Wiki<br />The Wiki becomes the strategy<br />
Very important slide!<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-...
Increase size of brain trust (Joy’s Law)
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”</li></li></ul><li>Very important slide!<br />The advantages of public, transparent, and fast<b...
Increase size of brain trust (Joy’s Law)
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”</li></ul>More in Fast, Open, and Transparent: developing the Smithsonian’s Web and New Media S...
Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smiths...
How the strategy attacks the challenge points<br />
Update the Digital Experience<br />Urgency<br />“We are like a retail chain that has desirable and unique merchandise but ...
Update the Learning Model<br />Urgency<br />“This strategy is based on the growing understanding of learning as a hybrid o...
Balance Autonomy and Control<br />Urgency<br />“The expertise and accomplishments of unit-based staff, however, need to be...
1. Mission<br />Urgency<br />“Once on the fringe of institutional and public awareness, Web and New Media initiatives are ...
2. Brand<br />Changing role of Institutions<br />“Shift the Smithsonian brand voice away from attributes of institutional/...
3. Learning<br />New model of knowledge creation<br />“The emergence of a new class of learning techniques—built on a foun...
4. Audience<br />Denographic Tsunami<br />“The online experience must become more interactive and able to facilitate ongoi...
5. Interpretation<br />New collaborative models<br />“Web and New Media technologies are crucial to the Smithsonian’s core...
6. Technology<br />New ways of working<br />“Many of the menial or difficult tasks performed by unit Web and New Media tea...
7. Business Model<br />Social entrepreneurship<br />“The Smithsonian’s basic business model is to create social and econom...
8. Governance<br />Urgency<br />“Successful governance and leadership are the keys to accomplishing any of the goals in th...
The Smithsonian Commons<br />The whole shebang!<br />“The Smithsonian Commons will be a special part of our digital presen...
http://smithsonian-webstrategy.wikispaces.com/<br />
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learni...
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learni...
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learni...
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learni...
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learni...
What is a Commons?<br />A set of resources maintained in the public sphere for the use and benefit of everyone<br />
What is a Commons?<br />
What is a Commons?<br />The Anti-Commons…<br />
What is a Commons?<br />An organized workshop where raw materials can be found and assembled into new things.<br />
What is a Commons?<br />Imagining a Smithsonian Commons<br />http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-...
How do we talk about this?<br />
How do we talk about this?<br />What does this mean for staff and users?<br />
How do we talk about this?<br />What does this mean for staff and users?<br />A lot of new ideas for sr. decision makers t...
Huh?<br />
Let’s Build a Prototype!<br />Huh?<br />
What’s a Prototype?<br />An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons a...
What’s a Prototype?<br />Push / pull between understanding what this thing is and understanding how to sell it<br />Let’s ...
http://smithsonian-webstrategy.wikispaces.com <br />
The Smithsonian Commons Will…<br />http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Addendum+-+The+Smithso...
Conceptual Development: “Low Rez” Wireframes<br />
Conceptual Development: Paper Prototypes<br />
“Experience Brief”<br />http://smithsonian-webstrategy.wikispaces.com/Smithsonian+Commons+Prototype<br />
Outlines four stories <br />Museum Visitor<br />4th Grade Teacher<br />Millennial<br />Enthusiast / Citizen Scientist<br />
The “flow” of the storyline is described<br />
Which outcomes/benefits for are illustrated<br />
Key themes shown in this story<br />
…Functionality of the Commons that is demonstrated<br />
http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page<br />Prototype Home Page Mo...
http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page<br />Prototype Home Page Mo...
Asset Research<br />
Asset Research<br />Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/...
Hirshhorn online catalog page<br />
Prototype depiction of same sculpture<br />
Found on Flickr!<br />
We are one part of people’s heroic journey<br />
People can’t stop taking pictures and “connecting”<br />
Hirshhorn online catalog page<br />
Flickr<br />
Dramatic, multiple perspectives<br />
Dramatic, multiple perspectives<br />
Flickr search for “Hirshhorn Sculpture”<br />WOW! It just goes on and on!<br />
Crab Nebula on Smithsonian Astro. Observatory site<br />
Commons prototype “Space & Time with Tom”<br />
Based on “Tom’s Astronomy Blog”<br />
Found: Google Sky mashup of the Crab Nebula<br /> link from http://googlemapsmania.blogspot.com/2009/01/out-of-this-world-...
Our rendition of the mashup<br />
OMG! Our stuff on Flickr Commons!<br />
Rich, connected, compelling<br />
Rich, connected, compelling<br />
Amazing things at the Smithsonian<br />
You could never see this kind of cross-collection compilation<br />
Many of these pictures are from Flickr because of quality, resolution, and intellectual property problems on SI sites<br />
Smithsonian content can provide a real 360-degree portrait<br />
(Theodore Roosevelt search<br />Results from commons prototype)<br />Smithsonian sites rarely show collections, expertise,...
Smithsonian sites rarely show collections, expertise,  programs, research, and community content side-by-side<br />
si.edu search results<br />
Flickr search for “Smithsonian ‘Theodore Roosevelt’”<br />
Using Google’s “site:” syntax to find things on SI.EDU related to “Theodore Roosevelt”<br />
OMG! We’ve got audio recordings of Theodore Roosevelt<br />
http://www.folkways.si.edu/albumdetails.aspx?itemid=1086<br />
Asset Research<br />Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/...
Asset Research<br />Through asset research for the Commons prototype, we found amazing “hidden” assets throughout Smithson...
(Asset inventory documents are on Scribd at<br />http://www.scribd.com/mpedson )<br />
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Michael Edson: Prototyping the Smithsonian Commons

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Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype

First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.

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  • Update: we've posted the Smithsonian Commons prototype to http://www.si.edu/commons/prototype
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  • Thanks Jim! The work you did in Bristol is exactly the kind of stuff - - the kind of *heroic* stuff - - our institutions should support. I'm glad to know about it, and I'll keep you in mind as we slog through getting this project bootstrapped and funded. I'm also glad to know about the portcities project, which I will definitely look into. All credit for that 'your users are heroes' meme goes to Kathy Sierra ;)
    Cheers!
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  • Excellent and exciting presentation.
    As well as a trainer in the not-for-profit sector, I'm also an part time historian, I recently moved to France after living 20+ years in Bristol, UK. In Bristol I worked, unpaid,, as a grassroots social/industrial historian, linking community organisations/groups, Britol City Council and Bristol Museum Service on the issues of the trans-atlantic slave trade, slave trade abolition and Indian Independence celebrations. I have always longed for acedemic institutions, museums, public record offices, etc to publish more (all!) of their resources and papers online through a 'commons'. You've inspired me with hope.
    In the UK there is a site 'Port Cities' (www.portcities.org.uk) which was publicly funded by The New Opportunities Fund and may be of interest to you. It promised a lot when it was set up but (I presume through lack of funding/leadership) has failed to live up to its initial promise and has still to go down the 'commons' route. It may be of interest to you ~ e.g. to compare with/add weight to your strategy for the Smithsonian.
    Kind regards,
    Jim
    PS ~ I love the phrase 'Your users are heros in their own epic journies'
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  • Michael Edson: Prototyping the Smithsonian Commons

    1. 1. Prototyping theSmithsonian Commons<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. Prototyping theSmithsonian Commons<br />Note: I’m going to skipa lot of these slides as I<br />present this!<br />(But I it’s all online for reference)<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />edsonm@si.edu | @mpedson<br />
    3. 3. Smithsonian Commons PrototypeOverture<br />
    4. 4. Story 1: Visitor (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
    5. 5. Story 2: Teacher (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
    6. 6. Story 3: Millennial (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
    7. 7. Story 4: Enthusiast (Smithsonian Commons Prototype)<br />http://www.si.edu/commons/prototype(coming soon)<br />
    8. 8.
    9. 9. Smithsonian Strategic Plan<br />
    10. 10. Smithsonian Strategic Plan<br />http://www.si.edu/about/<br />Four Grand Challenges<br />Smithsonian Secretary G. Wayne Clough<br />
    11. 11. Smithsonian Strategic Plan<br />http://www.si.edu/about/<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 />
    12. 12. Smithsonian Strategic Plan<br />http://www.si.edu/about/<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 />
    13. 13. Smithsonian Strategic Plan<br />http://www.si.edu/about/<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 />
    14. 14. Smithsonian Strategic Plan<br />http://www.si.edu/about/<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 />
    15. 15. Smithsonian Strategic Plan<br />Strategy Schmatergy! We’ve seen strategy before!<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 />A GenericHumbug<br />
    16. 16. Smithsonian Strategic Plan<br />No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)<br />http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html<br />Strategy Schmatergy! We’ve seen strategy before!<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 />A GenericHumbug<br />
    17. 17. Empower citizen-scholars!<br />Blend assets w. new technology!<br />
    18. 18. Solve big complex problems!<br />Interdisciplinary collaborations and partnerships! <br />
    19. 19. Interdisciplinary<br />Collaborative<br />Entrepreneurial<br />
    20. 20. “Innovative informal education” !!!<br />
    21. 21. “Use our vast resources for the public good in the midst of unceasing change”<br />
    22. 22. c<br />
    23. 23. c<br />This is big, audacious, important stuff. <br />This is work!<br />This is relevance earned through a job well done.<br />
    24. 24. First order questions<br />
    25. 25. First order questions<br />Where is this work going to take place? <br />What kind of organization, infrastructure, platforms will be needed to support it?<br />What is the organizational change model? How will change happen? What will it look like? <br />Who will be the innovators? The connectors? The drivers of change?<br />
    26. 26. My workplace, like so many others,is deeply conflictedabout these questions.<br />
    27. 27. Chris AndersonFree, the Future of a Radical Price<br />
    28. 28. Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”<br />From the introduction to Free<br />
    29. 29. Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”<br />Duh!<br />
    30. 30. Chris AndersonFree, the Future of a Radical Price<br />“I found that the idea you could create a huge global economy around a base price of zero was invariably polarizing”<br />Duh!<br />Huh!?<br />
    31. 31. Duh!<br />Huh!?<br />
    32. 32. Thermocline(a metaphor)<br />Duh!<br />Huh!?<br />
    33. 33. Thermocline(a metaphor)<br />Stratified water temperature acts as a barrier<br />
    34. 34. Thermocline(a metaphor)<br />Knowledge, communication,<br />action models are different<br />Management<br />Practitioners<br />
    35. 35. Thermocline(a metaphor)<br />Messages get distorted, lost<br />
    36. 36. Thermocline(a metaphor)<br />Messages get distorted, lost<br />
    37. 37. Thermocline(a metaphor)<br />Thermocline Issues define the change environment and explain why strategy is needed (and why, for us, the commons is such an important idea)<br />
    38. 38. Urgency<br />Thermocline Issues<br />Complacency <br />John P. Kotter, A Sense of Urgency<br />
    39. 39. In exchange for public<br />funds and public trust,museums should<br />do workfor society<br />Thermocline Issues<br />Museums are for…<br />What could you accomplish with<br />$1b /year for 50 years?<br />
    40. 40. Institutions built onthe model of <br />social entrepreneurship:<br />Think Big,Start SmallMove Fast<br />Thermocline Issues<br />Institutions built onthe model ofenduring wisdom*<br />We can move slowlybecause wisdom endures<br />*Via Peter Schwartz, GBN<br />
    41. 41. Thermocline Issues<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 />
    42. 42. Thermocline Issues<br />The most interestingecosystems arein “border habitats”between the two<br />You can managetechnology and content<br />separately<br />
    43. 43. Thermocline Issues<br />“There’s no such thing<br />as social media, it’s just<br />doing stuff with a<br />Computer. Everyone<br />go to bed.”<br />Fixation on superficialaspects of Web 2.0<br />and Social Media<br />
    44. 44. Thermocline Issues<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    45. 45. Thermocline Issues<br />“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.” <br />Clay Shirky<br />
    46. 46. Thermocline Issues<br />Build an ascendant brandby“doing work that matters”<br />Make money, now<br />“Once [the Smithsonian] has increased user base 100x or more, many other possibilities open”<br />Carl Malamud<br />Public.resource.org<br />Tim O’Reillyhttp://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html<br />
    47. 47. Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />
    48. 48. Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />Moore’s Law means<br />these things will be 20X<br />More powerful in a few years...<br />It’s going to get FREAKY!<br />
    49. 49. Thermocline Issues<br />The Desktop Internet<br />3.5 Billionmobile subscribers<br />Moore’s Law means<br />these things will be 20X<br />More powerful in a few years...<br />It’s going to get FREAKY!<br />
    50. 50. Gardeningchange model*Build a platform &cultivate Web 2.0<br />as a way of thinkingabout work<br />Thermocline Issues<br />Manufacturingchange model<br />“Lets Build Product Xand be done with it”<br />* Via Josh Greenberg, NYPL<br />
    51. 51. Every user is a<br />hero<br />In their ownepic journey<br />Thermocline Issues<br />Provide services<br />to passive audiences<br />
    52. 52. Every user is a<br />hero<br />In their ownepic journey<br />Thermocline Issues<br />Provide services<br />to passive audiences<br />
    53. 53. Myths/misconceptions about the relevance, reach, and impact of traditional models<br />
    54. 54. Myths/misconceptions about the relevance, reach, and impact of traditional models<br />(See Imagining a Smithsonian Commons)<br /> - Text w. links and footnotes: http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version<br /> - PowerPoint: http://www.slideshare.net/edsonm/cil-2009-michael-edson-powerpoint<br /> - Ustream (from CIL 2009): http://www.ustream.tv/recorded/1327813<br />
    55. 55. “Most organizations don’t getserious about strategy untilthey are afraid or in pain”<br />Leo Mulen, CEONavigation Arts<br />
    56. 56. Hey!We wrote aWeb and New MediaStrategy!!!<br />
    57. 57. Hey!We made aWeb and New MediaStrategy!!!<br />
    58. 58. Smithsonian 2.0 Conference<br />
    59. 59. Smithsonian 2.0 Conference<br />
    60. 60. Process: Workshops to Wiki<br />
    61. 61. 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 />
    62. 62. Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wiki<br />
    63. 63. Process: Workshops to Wiki<br />“What I say really matters (because I know it will be seen/heard after the meeting ends)”<br />
    64. 64. 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 />
    65. 65. Process: Workshops to Wiki<br />The Wiki becomes the strategy<br />
    66. 66. Very important slide!<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process (Time is the enemy)
    67. 67. Increase size of brain trust (Joy’s Law)
    68. 68. Improve the odds for change
    69. 69. Improve odds for execution (public promises not easily forgotten)
    70. 70. Outside champions more likely to support “commons” goals than status-quo insiders
    71. 71. Walking the Talk vis-à-vis crowdsourcing and innovation model
    72. 72. “You get what you practice”</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)
    73. 73. Increase size of brain trust (Joy’s Law)
    74. 74. Improve the odds for change
    75. 75. Improve odds for execution (public promises not easily forgotten)
    76. 76. Outside champions more likely to support “commons” goals than status-quo insiders
    77. 77. Walking the Talk vis-à-vis crowdsourcing and innovation model
    78. 78. “You get what you practice”</li></ul>More in Fast, Open, and Transparent: developing the Smithsonian’s Web and New Media Strategyhttp://www.slideshare.net/edsonm/michael-edson-the-smithsonian-web-and-new-media-strategy-what-it-is-how-we-made-it-and-why-it-makes-a-difference-3656578<br />and<br />http://www.archimuse.com/mw2010/papers/edson/edson.html<br />
    79. 79. 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 />
    80. 80. How the strategy attacks the challenge points<br />
    81. 81. Update the Digital Experience<br />Urgency<br />“We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramatically different or outdated idioms of signage, product availability, pricing, and check-out in every aisle of each store. This needs to be addressed to realize the full potential of the Smithsonian’s digital initiatives.”<br />
    82. 82. Update the Learning Model<br />Urgency<br />“This strategy is based on the growing understanding of learning as a hybrid of formal education and self-directed discovery that can be brought together and enhanced by online tools and communities…. that allow our audiences to be our partners in the increase and diffusion of knowledge.”<br />
    83. 83. Balance Autonomy and Control<br />Urgency<br />“The expertise and accomplishments of unit-based staff, however, need to be supported and enhanced by an internal commons of shared tools, services, and standards.”<br />
    84. 84. 1. Mission<br />Urgency<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 accordingly.”<br />
    85. 85. 2. Brand<br />Changing role of Institutions<br />“Shift the Smithsonian brand voice away from attributes of institutional/omnipotent/ authoritarian towards attributes of individuality/ relevance/passion for learning.”<br />
    86. 86. 3. Learning<br />New model of knowledge creation<br />“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 [standard learning] protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys”<br />
    87. 87. 4. Audience<br />Denographic Tsunami<br />“The online experience must become more interactive and able to facilitate ongoing dialogues between the Smithsonian and its users to ensure the continuing relevance of the Institution, particularly to digitally attuned audiences.”<br />
    88. 88. 5. Interpretation<br />New collaborative models<br />“Web and New Media technologies are crucial to the Smithsonian’s core research activities and to the wide collaborations that must occur among geographically distant participants…”<br />
    89. 89. 6. Technology<br />New ways of working<br />“Many of the menial or difficult tasks performed by unit Web and New Media teams—and the public—can be served by a unified Smithsonian platform, and the development of a shared platform, over time, will allow data, ideas, e-commerce, and collaboration to flow across institutional boundaries in ways that are not possible in the current decentralized model.”<br />
    90. 90. 7. Business Model<br />Social entrepreneurship<br />“The Smithsonian’s basic business model is to create social and economic value through the increase and diffusion of knowledge…Ultimately, the most valuable business asset we can cultivate—and the one that is most fundamental to our core mission—is a community of engaged and committed Smithsonian enthusiasts.”<br />
    91. 91. 8. Governance<br />Urgency<br />“Successful governance and leadership are the keys to accomplishing any of the goals in this strategic plan..”<br />
    92. 92. The Smithsonian Commons<br />The whole shebang!<br />“The Smithsonian Commons will be 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 />
    93. 93. http://smithsonian-webstrategy.wikispaces.com/<br />
    94. 94. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.<br />http://smithsonian-webstrategy.wikispaces.com/<br />
    95. 95. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.<br />http://smithsonian-webstrategy.wikispaces.com/<br />
    96. 96. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.<br />http://smithsonian-webstrategy.wikispaces.com/<br />
    97. 97. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.<br />http://smithsonian-webstrategy.wikispaces.com/<br />
    98. 98. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.<br />http://smithsonian-webstrategy.wikispaces.com/<br />
    99. 99. What is a Commons?<br />A set of resources maintained in the public sphere for the use and benefit of everyone<br />
    100. 100. What is a Commons?<br />
    101. 101. What is a Commons?<br />The Anti-Commons…<br />
    102. 102. What is a Commons?<br />An organized workshop where raw materials can be found and assembled into new things.<br />
    103. 103. What is a Commons?<br />Imagining a Smithsonian Commons<br />http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version<br />Museum Commons: A professional interaction<br />http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry<br />
    104. 104.
    105. 105. How do we talk about this?<br />
    106. 106. How do we talk about this?<br />What does this mean for staff and users?<br />
    107. 107. How do we talk about this?<br />What does this mean for staff and users?<br />A lot of new ideas for sr. decision makers to unpack<br />
    108. 108. Huh?<br />
    109. 109. Let’s Build a Prototype!<br />Huh?<br />
    110. 110. What’s a Prototype?<br />An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons as seen through the eyes of our users.<br />Let’s Build a Prototype!<br />
    111. 111. What’s a Prototype?<br />Push / pull between understanding what this thing is and understanding how to sell it<br />Let’s Build a Prototype!<br />
    112. 112.
    113. 113. http://smithsonian-webstrategy.wikispaces.com <br />
    114. 114.
    115. 115. The Smithsonian Commons Will…<br />http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Addendum+-+The+Smithsonian+Commons+Will<br />
    116. 116. Conceptual Development: “Low Rez” Wireframes<br />
    117. 117. Conceptual Development: Paper Prototypes<br />
    118. 118.
    119. 119.
    120. 120. “Experience Brief”<br />http://smithsonian-webstrategy.wikispaces.com/Smithsonian+Commons+Prototype<br />
    121. 121.
    122. 122. Outlines four stories <br />Museum Visitor<br />4th Grade Teacher<br />Millennial<br />Enthusiast / Citizen Scientist<br />
    123. 123. The “flow” of the storyline is described<br />
    124. 124. Which outcomes/benefits for are illustrated<br />
    125. 125. Key themes shown in this story<br />
    126. 126. …Functionality of the Commons that is demonstrated<br />
    127. 127.
    128. 128. http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page<br />Prototype Home Page Mockup<br />
    129. 129. http://smithsonian-webstrategy.wikispaces.com/Experience+Brief+-+Mockup+of+Prototype+Home+Page<br />Prototype Home Page Mockup<br />These stories need pictures/content!<br />
    130. 130. Asset Research<br />
    131. 131. Asset Research<br />Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity<br />Commons/Strategy Hypothesis 2We have some amazing stuff that’s isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show<br />
    132. 132. Hirshhorn online catalog page<br />
    133. 133. Prototype depiction of same sculpture<br />
    134. 134. Found on Flickr!<br />
    135. 135. We are one part of people’s heroic journey<br />
    136. 136. People can’t stop taking pictures and “connecting”<br />
    137. 137. Hirshhorn online catalog page<br />
    138. 138. Flickr<br />
    139. 139. Dramatic, multiple perspectives<br />
    140. 140. Dramatic, multiple perspectives<br />
    141. 141. Flickr search for “Hirshhorn Sculpture”<br />WOW! It just goes on and on!<br />
    142. 142. Crab Nebula on Smithsonian Astro. Observatory site<br />
    143. 143. Commons prototype “Space & Time with Tom”<br />
    144. 144. Based on “Tom’s Astronomy Blog”<br />
    145. 145. Found: Google Sky mashup of the Crab Nebula<br /> link from http://googlemapsmania.blogspot.com/2009/01/out-of-this-world-google-maps.html<br />
    146. 146. Our rendition of the mashup<br />
    147. 147. OMG! Our stuff on Flickr Commons!<br />
    148. 148. Rich, connected, compelling<br />
    149. 149. Rich, connected, compelling<br />
    150. 150. Amazing things at the Smithsonian<br />
    151. 151. You could never see this kind of cross-collection compilation<br />
    152. 152. Many of these pictures are from Flickr because of quality, resolution, and intellectual property problems on SI sites<br />
    153. 153. Smithsonian content can provide a real 360-degree portrait<br />
    154. 154. (Theodore Roosevelt search<br />Results from commons prototype)<br />Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side<br />
    155. 155. Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side<br />
    156. 156. si.edu search results<br />
    157. 157. Flickr search for “Smithsonian ‘Theodore Roosevelt’”<br />
    158. 158. Using Google’s “site:” syntax to find things on SI.EDU related to “Theodore Roosevelt”<br />
    159. 159.
    160. 160. OMG! We’ve got audio recordings of Theodore Roosevelt<br />
    161. 161. http://www.folkways.si.edu/albumdetails.aspx?itemid=1086<br />
    162. 162. Asset Research<br />Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity<br />Commons/Strategy Hypothesis 2We have some amazing stuff that’s isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show<br />
    163. 163. Asset Research<br />Through asset research for the Commons prototype, we found amazing “hidden” assets throughout Smithsonian Web sites, and amazing content created with/from Smithsonian resources by YOU, our amazing customers.<br />
    164. 164. (Asset inventory documents are on Scribd at<br />http://www.scribd.com/mpedson )<br />
    165. 165.
    166. 166. What makes the Smithsonian Commons different than just a good Web site?<br />
    167. 167. The Attributes of the Smithsonian Commons<br />
    168. 168. Vast<br />Anyone in the world can have access to the whole Smithsonian, including access to deep collections and the vitality, curiosity, and creativity of our staff, visitors, partners, and our extended global community. The Smithsonian is at the center of an amazing network of ideas, collections, and people. No other institution can offer so much to so many.<br />
    169. 169. Findable<br />Through the Smithsonian Commons the vastness of the Smithsonian can be discovered because search, navigation, and the overall user experience is about helping people to find the content they’re interested in, in the ways they expect to find it, including through recommendations and comments by staff experts - - and visitors - - external search sites, and social networks. <br />
    170. 170. Shareable<br />Sharing is the foundation of collaboration and learning. The Smithsonian’s impact can be greatly amplified if what we have and what we do is easy to share. The Smithsonian Commons is about catalyzing creativity and innovation by encouraging the use and re-use of our collections and expertise for work and pleasure, in social networks, on mobile phones, and in the classroom, workshop, and laboratory. <br />
    171. 171. Free<br />The Smithsonian is built on the idea that the tools of discovery and knowledge creation should be available to all, and the Smithsonian Commons will be built on the idea that free, trusted, high-quality resources can create a lot of good in the world…<br />
    172. 172. 12 characteristics of a commons<br />From Museum Commons, a Professional Interaction<br />(with Rich Cherry, Balboa Park)<br />http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry<br />and<br />http://www.archimuse.com/mw2010/papers/edson-cherry/edson-cherry.html<br />
    173. 173. 12 characteristics of a commons<br />Federated <br />Designed for users<br />Findable<br />Shareable<br />Reusable<br />Free<br />Bulk Download<br />Machine Readable<br />High Resolution<br />Collaboration w/o control<br />Network effects<br />Public Domain<br />
    174. 174. Art is the lie that helps ustell the truth<br />Pablo Picasso<br />The prototype…<br />
    175. 175.
    176. 176. Thank you!<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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