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Michael Edson @ Forum One: Strategy and Audience

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Presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. …

Presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. November 5, 2009. (This is a copy of the slides actually given at the event. See the Long Version for additional slides.)

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

    • 1. Strategy and Audience
      Old Learning Model
      New Learning Model
      Forum OneAudience-Centric User ExperienceNovember 5, 2009
      National Press Club, Washington, DC
      Michael Edson
      Director, Web and New Media Strategy
      Smithsonian Institution, Office of the CIO
    • 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
      Note: In this short talk I’m going to skip a few (many) slides—come back to http://slideshare.net/edsonm to get the scoop
    • 3. Takeaways
      Alternative ways to assess reputation, brand & relevance—what pain looks like
      Misunderstandings that are barriers to change—a thermocline or perception gap
      An alternative (and better) way to make strategy—public, transparent, and fast
      How strategy can/should re-frame the relationship with audiences—why strategy matters
    • 4.
    • 5. “In this day and age, organizations can no longer rely on their mission or reputation to draw visitors to their site.”
      Let’s just see how true that is…
    • 6. Relevance
    • 7. Relevance
      Q: Have you ever visited a Smithsonian Web site?
      http://www.youtube.com/watch?v=N5x4Sga0d1s
    • 8. Unexpected Rivals in Google Search
      Relevance
      Google Images
      Wikipedia
      Ocean.com
      Discoveryeducation.com
      NASA
      Enchantedlearning.com
    • 9. Unexpected Rivals in Reach
      Relevance
      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
    • 10. Unexpected Rivals in Reach (July – Sept, 2009)
      Relevance
      Enchantedlearning.com
      si.edu
      discoveryeducation.com
      ocean.com
    • 11. 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
    • 12. Traffic Trending Down
      Relevance
      si.edu – 4% reach
      Wikipedia.org + 8% reach
      MoMA.org + 12% reach
      npr.org + 20% reach
    • 13. Brand Identity
      Relevance
      Brandtags.net
      We are the 560th of 928 brands
    • 14. We’re competing with… everybody!
      Relevance
    • 15. We’re competing with… everybody!
      Hyperlinks!!!
      97% of all online research efforts pass through wikipedia.org
      Relevance
    • 16. We’re competing with… everybody!
      Relevance
      http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related
      http://flickr.com/search/?q=spaceshipone&w=all
    • 17. The Demographic Tsunami
      Relevance
      November 2007 data: Pew Internet and American Life Project
    • 18. 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.”
      Relevance
      Lee RainiePew Internet and American Life Project
    • 19. Relevance
      “The Smithsonian is not an Institution that understands me”
      From focus group withBay Area millennials, 2009
      “Surprise me!”
    • 20.
    • 21. Overcoming these challenges requires organizations to overcome some misunderstandings about “The Web”
      (by which I mean all digital initiatives)
    • 22.
    • 23. Takeaways
      Alternative ways to assess reputation, brand & relevance—what pain looks like
      Misunderstandings that are barriers to change—a thermocline or perception gap
      An alternative (and better) way to make strategy—public, transparent, and fast
      How strategy can/should re-frame the relationship with audiences—why strategy matters
    • 24. Misunderstandings
      The Web is a
      fundamentally new
      way of getting
      things done
      The Web is
      a bigger megaphone
    • 25. Misunderstandings
      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
    • 26. Misunderstandings
      Fixation on Web 2.0
      and Social Media
    • 27. Misunderstandings
      The Desktop Internet
      2.5 Billionmobile subscribers
    • 28. Misunderstandings
      We can get ahead by“doing more of thesame thing”
      No, you can’t…
      John P. Kotter, A Sense of Urgency
    • 29.
    • 30. Takeaways
      Alternative ways to assess reputation, brand & relevance—what pain looks like
      Misunderstandings that are barriers to change—a thermocline or perception gap
      An alternative (and better) way to make strategy—public, transparent, and fast
      How strategy can/should re-frame the relationship with audiences—why strategy matters
    • 31. Why Make Strategy?
      Reestablish relevance
      Prioritize tactical opportunities
    • 32. Very important slide!
      StrategyProcess
      The advantages of public, transparent, and fast
      • Faster than traditional committee-driven process
      • 33. Increase size of brain trust
      • 34. Improve the odds for change
      • 35. Improve odds for execution (public promises not easily forgotten)
      • 36. Outside champions more likely to support “commons” goals than status-quo insiders
      • 37. Walking the Talk vis-à-vis crowdsourcing and innovation model
      • 38. “You get what you practice”
      Strategy
      Execution
    • 39. StrategyProcess
      The advantages of public, transparent, and fast
      • Faster than traditional committee-driven process
      • 40. Increase size of brain trust
      • 41. Improve the odds for change
      • 42. Improve odds for execution (public promises not easily forgotten)
      • 43. Outside champions more likely to support “commons” goals than status-quo insiders
      • 44. Walking the Talk vis-à-vis crowdsourcing and innovation model
      • 45. “You get what you practice”
      More on this process at http://slideshare.net/edsonm and
      http://smithsonian-webstrategy.wikispaces.com
      Strategy
      Execution
    • 46. Internal Blog/Wiki/Listserv
      152 posts to internal blog
    • 47. Internal Blog/Wiki/Listserv
      Classic blog/wiki playbook
    • 48. Internal Blog/Wiki/Listserv
      Classic blog/wiki playbook
    • 49. Internal Blog/Wiki/Listserv
      Classic blog/wiki playbook
    • 50. Smithsonian 2.0
    • 51. Smithsonian 2.0
    • 52. Process: Workshops to Wiki
      http://smithsonian-webstrategy.wikispaces.com
    • 53. 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.”
    • 54. Process: Workshops to Wiki
    • 55. Process: Workshops to Wiki
      As participants are speaking, what they’re saying is being typed and saved on a public wiki
    • 56. Process: Workshops to Wiki
      Post workshop, using the wiki to highlight themes and “action required”
    • 57. Process: Workshops to Wiki
    • 58. Process: Workshops to Wiki
      External input, course corrections, validation
    • 59. Public-Facing Wiki
      Improvement/synthesis over time
      Original workshop notes
    • 60. Public-Facing Wiki
      Improvement/synthesis over time
      Attendee says “wait a minute!” (more in extended slides on slideshare)
    • 61. YouTube: Voice Your Vision
      Impromptu YouTube competition (done by volunteers)
      http://www.youtube.com/watch?v=V-XNKDXiDW4
    • 62. Twitter: #si20
      Twitter during/after workshops#si20
    • 63.
    • 64. Takeaways
      Alternative ways to assess reputation, brand & relevance—what pain looks like
      Misunderstandings that are barriers to change—a thermocline or perception gap
      An alternative (and better) way to make strategy—public, transparent, and fast
      How strategy can/should re-frame the relationship with audiences—why strategy matters
    • 65. Pan-Institutional Strategic Plan
      Four Grand Challenges
      (Brand new!)
    • 66. Pan-Institutional Strategic Plan
      Four Grand Challenges
      Unlocking the Mysteries of the Universe
      Understanding and Sustaining a Biodiverse Planet
      Valuing World Cultures
      Understanding the American Experience
    • 67. Pan-Institutional Strategic Plan
      Woaaahhh! These are big, hairy goals and the outcomes are to things that really matter for real people!
      Four Grand Challenges
      Unlocking the Mysteries of the Universe
      Understanding and Sustaining a Biodiverse Planet
      Valuing World Cultures
      Understanding the American Experience
      The Web & New Media describes the platform for making this happen
    • 68. This is what Web strategy looks like
      The public wikiis the strategy
    • 69. 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
    • 70. 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
      This is a strategy that
      does work – that performs a job
      External Mission
      Brand
      Learning
      Audience
      Internal Interpretation
      Technology
      Business Model
      Governance
      Each Goal has specific program, policy, and tactical recommendations
    • 71. This is what strategy looks like
      Which elements are user-focused?
      I’ll highlight a couple (more on slideshare)
    • 72. 1
      “There are few, if any, mechanisms that support findability, Web 2.0 features, and sustained/repeated user engagement across multiple platforms—and in many cases even within individual Web properties.”
    • 73. 2
      “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.”
    • 74. 2
      “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.”
    • 75. 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?
    • 76. American Indian
      National Zoo
      Natural History
      Tropical Research Institute
      American History
      Astrophysical Observatory
      Hirshhorn
      “The biggest obstacle to Smithsonian 2.0 is Smithsonian 1.0”
      Leo Mullen
      CEO, Navigation Arts
      (from SI 2.0 Conference)
      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?
    • 77.
    • 78. Old Learning Model
      New Learning Model
    • 79. 3
      “Build expertise in metrics and evaluation and implement standard lightweight (not burdensome) reporting processes.”
    • 80. 4
      “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. ”
    • 81. 4
      “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. ”
    • 82. 4
      “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. ”
    • 83. 5
    • 84. 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.”
    • 85. 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
    • 86. 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
      We’re prototyping the Smithsonian Commons now
    • 87. Strategy helps you prioritize tactical opportunities and focus on users and mission
    • 88. Don’t forget about us!!!
    • 89. 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
    • 90. Takeaways
      Alternative ways to assess reputation, brand & relevance—what pain looks like
      Misunderstandings that are barriers to change—a thermocline or perception gap
      An alternative (and better) way to make strategy—public, transparent, and fast
      How strategy can/should re-frame the relationship with audiences—why strategy matters
      Michael Edson | @mpedson | slideshare.net/edsonm

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