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Michael Edson, Relevance, Existence, and Smithsonian Strategy, for OCLC "Web Scale or Bust"

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  • http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related
  • http://www.pewinternet.org/PPF/r/107/presentation_display.asp
  • Jeff Kinney

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  • 1. Relevance, Existence, and the Smithsonian Commons
    OCLC Web Scale or Bust conferenceOctober 7, 2009
    Washington, DC
    Michael Edson
    Director, Web and New Media Strategy
    Smithsonian Institution, Office of the CIO
  • 2. Preamble
    Twitter: @mpedson
    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
  • 3. The Smithsonian has anew Strategic Plan
  • 4. Pan-Institutional Strategic Plan
    Four Grand Challenges
  • 5. Pan-Institutional Strategic Plan
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a BiodiversePlanet
    Valuing World Cultures
    Understanding the American Experience
  • 6. Pan-Institutional Strategic Plan
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a BiodiversePlanet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 7. Pan-Institutional Strategic Plan
    No! This is about solving big hairy problems— ”work that matters” (via @timoreilly)
    Strategy Schmatergy! We’ve seen strategy before!
    Four Grand Challenges
    Unlocking the Mysteries of the Universe
    Understanding and Sustaining a BiodiversePlanet
    Valuing World Cultures
    Understanding the American Experience
    A GenericHumbug
  • 8. Empower citizen-scholars!
    Blend assets w. new technology!
  • 9. Solve big complex problems!
    Interdisciplinary collaborations and partnerships!
  • 10. Interdisciplinary
    Collaborative
    Entrepreneurial
  • 11. “Innovative informal education” !!!
  • 12. “Use our vast resources for the public good in the midst of unceasing change”
  • 13. c
  • 14. This is big, audacious, important stuff.
    This is work!
    This is relevance earned through a job well done.
  • 15.
  • 16. Relevance
  • 17. Relevance
    Q: Have you ever visited a Smithsonian Web site?
    http://www.youtube.com/watch?v=N5x4Sga0d1s
  • 18. Relevance
    Unexpected Rivals in Google Search
    Google Images
    Wikipedia
    Ocean.com
    Discoveryeducation.com
    NASA
    Enchantedlearning.com
  • 19. Relevance
    Unexpected Rivals in Reach
    Google Images
    Wikipedia
    Ocean.com
    …so much more reach than SI
    that we don’t even show up on the graph…
    Enchantedlearning.com
    si.edu
    discoveryeducation.com
    ocean.com
  • 20. Relevance
    Unexpected Rivals in Reach (July – Sept, 2009)
    Enchantedlearning.com
    si.edu
    discoveryeducation.com
    ocean.com
  • 21. Relevance
    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
  • 22. Relevance
    Traffic Trending Down
    si.edu – 4% reach
    Wikipedia.org + 8% reach
    MoMA.org + 12% reach
    npr.org + 20% reach
  • 23. Relevance
    Brand Identity
    Brandtags.net
    We are the 560th of 928 brands
  • 24. Relevance
    We’re competing with… everybody!
  • 25. Relevance
    We’re competing with… everybody!
  • 26. Relevance
    We’re competing with… everybody!
  • 27. Relevance
    The Demographic Tsunami
    November 2007 data: Pew Internet and American Life Project
  • 28. Relevance
    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 RainiePew Internet and American Life Project
  • 29. Relevance
    “The Smithsonian is not an Institution that understands me”
    From focus group withBay Area millennials, 2009
    “Surprise me!”
  • 30. Relevance
    …From the introduction to Chris Anderson’s Free: The Future of a Radical Price
  • 31. Relevance
    “At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…
  • 32. Relevance
    “At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response:
  • 33. Relevance
    “At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response: “Duh!”
    ‘Duh!’
  • 34. Relevance
    “At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response: “Duh!”
    ‘Duh!’
    …The fact that we are now creating a global economy around the price of zero seemed too self-evident to even note.”
  • 35. Relevance
  • 36. Relevance
    97% of all online research
    efforts pass through
    wikipedia.org
  • 37. Stratified water temperature acts as a barrier
    Relevance
    The Thermocline
  • 38. Relevance
    Knowledge, communication,
    action models are different
    Management
    The Thermocline
    Practitioners
  • 39. Relevance
    Messages get distorted, lost
    The Thermocline
  • 40. Relevance
    Messages get distorted, lost
    The Thermocline
  • 41. Relevance
    The Web is a
    fundamentally new
    way of getting
    things done
    The Web is
    a bigger megaphone
  • 42. Relevance
    “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.”
    Clay Shirky
  • 43. Relevance
    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
  • 44. Old Learning Model
    New Learning Model
    Relevance
  • 45. Relevance
    Fixation on Web 2.0
    and Social Media
  • 46. Relevance
    Entities like the Smithsonian exist to perform a task—to do work for society
    Why do we get to spend
    $1.2 Billion / year?
    What benefits return to society?
  • 47. Urgency
    John P. Kotter, A Sense of Urgency
    HBR “Ideacast” clip, 2:30
    Audio clip plays for 2:30. Advance through next 7 slides manually
  • 48. Urgency
    John P. Kotter, A Sense of Urgency
    Thoughts, feelings and behaviors
  • 49. Urgency
    John P. Kotter, A Sense of Urgency
    Thoughts…
    Great opportunities/hazards
  • 50. Urgency
    John P. Kotter, A Sense of Urgency
    Feelings…
    Gut level determination that we’ll do something now
  • 51. Urgency
    John P. Kotter, A Sense of Urgency
    Behavior…
    Hyper-alertness… commitment to making something happen with the important issues
  • 52. Urgency
    John P. Kotter, A Sense of Urgency
    Behavior…
    We gotta get going with this because it’s so important.
  • 53. Urgency
    John P. Kotter, A Sense of Urgency
    Determination and movement that’s smart and that wins
  • 54. Urgency
    John P. Kotter, A Sense of Urgency
    The rate of change is going up.
  • 55. Relevance
    Why make strategy?
    Fear?
    Pain?
    Prioritize tactical opportunities?
    Reestablish relevance?
  • 56. Let’s Make Strategy!
    How?
  • 57. StrategyProcess
    September, 2008:
    “How to make Web and New Media Strategy” posted to internal blog
    Workshop-to-wiki
    Public
    Fast
    Transparent
    Strategy
    Execution
  • 58. This is THE most important slide (OK, I’m burying my lead, but the context is important)
    StrategyProcess
    The advantages of public, fast, and transparent
    • Faster than traditional committee-driven process
    • 59. Increase size of brain trust
    • 60. Improve the odds for change
    • 61. Improve odds for execution (public promises not easily forgotten)
    • 62. Outside champions more likely to support “commons” goals than status-quo insiders
    • 63. Walking the Talk vis-à-vis crowdsourcing and innovation model
    • 64. “You get what you practice”
    Strategy
    Execution
  • 65. StrategyProcess
    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
    Strategy
    Execution
  • 66. StrategyProcess
    What Actually Happened?
    Strategy
    Execution
  • 67. Internal Blog/Wiki/Listserv
    152 posts to internal blog
  • 68. Internal Blog/Wiki/Listserv
    Classic blog/wiki playbook
  • 69. Internal Blog/Wiki/Listserv
    Classic blog/wiki playbook
  • 70. Internal Blog/Wiki/Listserv
    Classic blog/wiki playbook
  • 71. Steering Committee
    Breakthrough! A FAQ on a Wiki instead of a charter!!!
  • 72. 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.
  • 73. Smithsonian 2.0
  • 74. Smithsonian 2.0
  • 75. Process: Workshops to Wiki
    Http://smithsonian-webstrategy.wikispaces.com
  • 76. Process: Workshops to Wiki
  • 77. 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.”
  • 78. Process: Workshops to Wiki
  • 79. Process: Workshops to Wiki
  • 80. Process: Workshops to Wiki
  • 81. Process: Workshops to Wiki
  • 82. Process: Workshops to Wiki
  • 83. Public-Facing Wiki
    Improvement/synthesis over time
    Original workshop notes
  • 84. Public-Facing Wiki
    Improvement/synthesis over time
    Added highlight, Action Required
  • 85. Public-Facing Wiki
    Improvement/synthesis over time
    Attendee says “wait a minute!”
  • 86. Public-Facing Wiki
    Improvement/synthesis over time
    Apology and re-cast original assertion
  • 87. Public-Facing Wiki
    Improvement/synthesis over time
    Another user synthesizes core question: How do units break out these costs?
  • 88. YouTube: Voice Your Vision
  • 89. YouTube: Voice Your Vision
  • 90. Twitter: #si20
  • 91. Schedule/Workflow
  • 92. Web & New Media Strategy
  • 93. Strategy Structure
    Themes
    Update the Smithsonian Digital Experience
    Update the Smithsonian Learning Model
    Balance Autonomy and Control within SI
    8 Goals
    External Mission
    Brand
    Learning
    Audience
    Internal Interpretation
    Technology
    Business Model
    Governance
    Each Goal has specific program, policy, and tactical recommendations
  • 94. Theme 1: Update the SI Digital Experience
    Community engagement, content, and findability across all platforms
    American Indian
    National Zoo
    Natural History
    Tropical Research Institute
    American History
    Astrophysical Observatory
    Hirshhorn
    Smithsonian Associates
    Air and Space
    Environ-mental Research Cntr
    Photo Initiative
    Freer / Sackler
    Museum Conservation Institute
    Latino Center
    Asian Pacific American Program
    Folklife / Cultural Heritage
    Traveling Exhibitions
    Anacostia Museum
    African Art
    SI Libraries
    Cooper-Hewitt
    Postal Museum
    SI Across America
    Portrait Gallery
    National Science Resources Center
    Affiliations
    Education / Museum Studies
    Which Web site has the informationI need? Where do I start? Can I get this on my mobile phone? Can I get it in an exhibit?
    The Castle
    Archives of American Art
    What can I do with this content once I find it? How can I interact with my fellow-visitors?
    From inside any of these sites, where’s the rest of the Smithsonian’s content, visitors, community?
  • 95. Theme 2: Update the SI Learning Model
    New Platforms for learning andcollaborative knowledge creation
    Old Learning Model
    New Learning Model
  • 96. Theme 3: Balance Authority and Control within SI
    Innovation at the edges:a commons in the middle
  • 97. Strategic GoalsStuff we’ve got to DO!
  • 98. Strategic GoalsStuff we’ve got to DO!
    Uhhhgggg!
    I can’t bear to see eight slides with the title “Strategic Goals...”
  • 99. Strategic GoalsStuff we’ve got to DO!
  • 100. Strategic GoalsStuff we’ve got to DO!
    Under the 8 goals there are 54 specific tactical recommendations
  • 101. Strategy GoalsStuff we’ve got to DO!
    Goal 1: Mission
    Prioritize Web and New Media programs in proportion to their impact on the mission
    Goal 2: Brand
    Strengthen the relationship between the Smithsonian brand and its sub-brands
    Goal 3: Learning
    Facilitate a dialogue in a global community of learners
    Goal 4: Audience
    Attract larger audiences and engage them in long-term relationships
  • 102. Strategy GoalsStuff we’ve got to DO!
    Goal 5: Interpretation
    Support the work of Smithsonian staff
    Goal 6: Technology
    Develop a platform for participation and innovation
    Goal 7: Business Models
    Increase revenue from e-commerce fundamentals and Web 2.0 perspectives
    Goal 8: Governance
    Design and implement a pan-Institutional governance model
  • 103. The Smithsonian CommonsA place to begin
    “a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.”
    Support the Four Grand Challenges
    A new collaboration model
    An new relationship with the public
    A new model of learning and knowledge creation
  • 104. The Smithsonian CommonsA place to begin
    More detail about what a commons is and why it matters 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
  • 105. I want to be a commons…
  • 106. Don’t forget about us!!!
  • 107. How can we make the Smithsonian
    More relevant in a digital age?
    Filmed April 26th, 2009 at the
    Smithsonian in Washington, D.C.
    http://www.youtube.com/watch?v=MTJ8u2HGtrs
  • 108. Video available upon request