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Strategy and Audience<br />Old Learning Model<br />New Learning Model<br />Forum OneAudience-Centric User ExperienceNovemb...
Preamble<br />Twitter: @mpedson<br />http://slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispace...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
“In this day and age, organizations can no longer rely on their mission or reputation to draw visitors to their site.”<br ...
Relevance<br />
Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
Unexpected Rivals in Google Search<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation...
Unexpected Rivals in Reach<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than S...
Unexpected Rivals in Reach (July – Sept, 2009)<br />Relevance<br />Enchantedlearning.com<br />si.edu<br />discoveryeducati...
Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more o...
Traffic Trending Down<br />Relevance<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />...
Brand Identity<br />Relevance<br />Brandtags.net<br />We are the 560th of 928 brands<br />
We’re competing with… everybody!<br />Relevance<br />
We’re competing with… everybody!<br />Hyperlinks!!!<br />97% of all online research efforts pass through wikipedia.org<br ...
We’re competing with… everybody!<br />Relevance<br />http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related<br />http:...
The Demographic Tsunami<br />Relevance<br />November 2007 data: Pew Internet and American Life Project<br />
The Demographic Tsunami<br />“Everything we hear from people we interview is that today’s consumers draw no distinctions b...
Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials,...
Overcoming these challenges requires organizations to overcome some misunderstandings about “The Web” <br />(by which I me...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
Misunderstandings<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a b...
Misunderstandings<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery...
Misunderstandings<br />Fixation on Web 2.0<br />and Social Media<br />
Misunderstandings<br />The Desktop Internet<br />2.5 Billionmobile subscribers<br />
Misunderstandings<br />We can get ahead by“doing more of thesame thing”<br />No, you can’t…<br />John P. Kotter, A Sense o...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
Why Make Strategy?<br />Reestablish relevance<br />Prioritize tactical opportunities<br />
Very important slide!<br />StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than t...
 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”</li></ul>Strategy<br />Execution<br />
StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven...
 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”</li></ul>More on this process at http://slideshare.net/edsonm and <br />http://smithsonian-web...
Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Smithsonian 2.0<br />
Smithsonian 2.0<br />
Process: Workshops to Wiki<br />http://smithsonian-webstrategy.wikispaces.com<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 />
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 />Post workshop, using the wiki to highlight themes and “action required”<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />External input, course corrections, validation<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!” (more in extended slides on sl...
YouTube: Voice Your Vision<br />Impromptu YouTube competition (done by volunteers)<br />http://www.youtube.com/watch?v=V-X...
Twitter: #si20<br />Twitter during/after workshops#si20<br />
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />(Brand new!)<br />
Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understandin...
Pan-Institutional Strategic Plan<br />Woaaahhh! These are big, hairy goals and the outcomes are to things that really matt...
This is what Web strategy looks like<br />The public wikiis the strategy<br />
Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smiths...
Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smiths...
This is what strategy looks like<br />Which elements are user-focused?<br />I’ll highlight a couple (more on slideshare)<b...
1<br />“There are few, if any, mechanisms that support findability, Web 2.0 features, and sustained/repeated user engageme...
2<br />“We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramat...
2<br />“We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramat...
American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astroph...
American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astroph...
Old Learning Model<br />New Learning Model<br />
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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. 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 of "Michael Edson @ Forum One: Strategy and Audience"

    1. 1. Strategy and Audience<br />Old Learning Model<br />New Learning Model<br />Forum OneAudience-Centric User ExperienceNovember 5, 2009<br />National Press Club, Washington, DC<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />
    2. 2. Preamble<br />Twitter: @mpedson<br />http://slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispaces.com<br />Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian…<br />(My M.O. is to drive change by building a sense of urgency)<br />We’re a little bird<br />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 <br />
    3. 3. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    4. 4.
    5. 5. “In this day and age, organizations can no longer rely on their mission or reputation to draw visitors to their site.”<br />Let’s just see how true that is…<br />
    6. 6. Relevance<br />
    7. 7. Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
    8. 8. Unexpected Rivals in Google Search<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation.com<br />NASA<br />Enchantedlearning.com<br />
    9. 9. Unexpected Rivals in Reach<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than SI<br />that we don’t even show up on the graph…<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    10. 10. Unexpected Rivals in Reach (July – Sept, 2009)<br />Relevance<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    11. 11. Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex!<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    12. 12. Traffic Trending Down<br />Relevance<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />npr.org + 20% reach<br />
    13. 13. Brand Identity<br />Relevance<br />Brandtags.net<br />We are the 560th of 928 brands<br />
    14. 14. We’re competing with… everybody!<br />Relevance<br />
    15. 15. We’re competing with… everybody!<br />Hyperlinks!!!<br />97% of all online research efforts pass through wikipedia.org<br />Relevance<br />
    16. 16. We’re competing with… everybody!<br />Relevance<br />http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related<br />http://flickr.com/search/?q=spaceshipone&w=all<br />
    17. 17. The Demographic Tsunami<br />Relevance<br />November 2007 data: Pew Internet and American Life Project<br />
    18. 18. The Demographic Tsunami<br />“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.” <br />Relevance<br />Lee RainiePew Internet and American Life Project<br />
    19. 19. Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials, 2009<br />“Surprise me!”<br />
    20. 20.
    21. 21. Overcoming these challenges requires organizations to overcome some misunderstandings about “The Web” <br />(by which I mean all digital initiatives) <br />
    22. 22.
    23. 23. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    24. 24. Misunderstandings<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    25. 25. Misunderstandings<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 />
    26. 26. Misunderstandings<br />Fixation on Web 2.0<br />and Social Media<br />
    27. 27. Misunderstandings<br />The Desktop Internet<br />2.5 Billionmobile subscribers<br />
    28. 28. Misunderstandings<br />We can get ahead by“doing more of thesame thing”<br />No, you can’t…<br />John P. Kotter, A Sense of Urgency<br />
    29. 29.
    30. 30. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    31. 31. Why Make Strategy?<br />Reestablish relevance<br />Prioritize tactical opportunities<br />
    32. 32. Very important slide!<br />StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
    33. 33. Increase size of brain trust
    34. 34. Improve the odds for change
    35. 35. Improve odds for execution (public promises not easily forgotten)
    36. 36. Outside champions more likely to support “commons” goals than status-quo insiders
    37. 37. Walking the Talk vis-à-vis crowdsourcing and innovation model
    38. 38. “You get what you practice”</li></ul>Strategy<br />Execution<br />
    39. 39. StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
    40. 40. Increase size of brain trust
    41. 41. Improve the odds for change
    42. 42. Improve odds for execution (public promises not easily forgotten)
    43. 43. Outside champions more likely to support “commons” goals than status-quo insiders
    44. 44. Walking the Talk vis-à-vis crowdsourcing and innovation model
    45. 45. “You get what you practice”</li></ul>More on this process at http://slideshare.net/edsonm and <br />http://smithsonian-webstrategy.wikispaces.com<br />Strategy<br />Execution<br />
    46. 46. Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
    47. 47. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    48. 48. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    49. 49. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    50. 50. Smithsonian 2.0<br />
    51. 51. Smithsonian 2.0<br />
    52. 52. Process: Workshops to Wiki<br />http://smithsonian-webstrategy.wikispaces.com<br />
    53. 53. 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 />
    54. 54. Process: Workshops to Wiki<br />
    55. 55. Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wiki<br />
    56. 56. Process: Workshops to Wiki<br />Post workshop, using the wiki to highlight themes and “action required”<br />
    57. 57. Process: Workshops to Wiki<br />
    58. 58. Process: Workshops to Wiki<br />External input, course corrections, validation<br />
    59. 59. Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
    60. 60. Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!” (more in extended slides on slideshare)<br />
    61. 61. YouTube: Voice Your Vision<br />Impromptu YouTube competition (done by volunteers)<br />http://www.youtube.com/watch?v=V-XNKDXiDW4<br />
    62. 62. Twitter: #si20<br />Twitter during/after workshops#si20<br />
    63. 63.
    64. 64. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    65. 65. Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />(Brand new!)<br />
    66. 66. Pan-Institutional Strategic Plan<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 />
    67. 67. Pan-Institutional Strategic Plan<br />Woaaahhh! These are big, hairy goals and the outcomes are to things that really matter for real people!<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 />The Web & New Media describes the platform for making this happen<br />
    68. 68. This is what Web strategy looks like<br />The public wikiis the strategy<br />
    69. 69. 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 />
    70. 70. 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 />This is a strategy that<br />does work – that performs a job<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 />
    71. 71. This is what strategy looks like<br />Which elements are user-focused?<br />I’ll highlight a couple (more on slideshare)<br />
    72. 72. 1<br />“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.”<br />
    73. 73. 2<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 />
    74. 74. 2<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 />
    75. 75. American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astrophysical Observatory<br />Hirshhorn<br />Smithsonian Associates<br />Air and Space<br />Environ-mental Research Cntr<br />Photo Initiative<br />Freer / Sackler<br />Museum Conservation Institute<br />Latino Center<br />Asian Pacific American Program<br />Folklife / Cultural Heritage<br />Traveling Exhibitions<br />Anacostia Museum<br />African Art<br />SI Libraries<br />Cooper-Hewitt<br />Postal Museum<br />SI Across America<br />Portrait Gallery<br />National Science Resources Center<br />Affiliations<br />Education / Museum Studies<br />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?<br />The Castle<br />Archives of American Art<br />What can I do with this content once I find it? How can I interact with my fellow-visitors?<br />From inside any of these sites, where’s the rest of the Smithsonian’s content, visitors, community?<br />
    76. 76. American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astrophysical Observatory<br />Hirshhorn<br />“The biggest obstacle to Smithsonian 2.0 is Smithsonian 1.0”<br />Leo Mullen<br />CEO, Navigation Arts<br />(from SI 2.0 Conference)<br />Smithsonian Associates<br />Air and Space<br />Environ-mental Research Cntr<br />Photo Initiative<br />Freer / Sackler<br />Museum Conservation Institute<br />Latino Center<br />Asian Pacific American Program<br />Folklife / Cultural Heritage<br />Traveling Exhibitions<br />Anacostia Museum<br />African Art<br />SI Libraries<br />Cooper-Hewitt<br />Postal Museum<br />SI Across America<br />Portrait Gallery<br />National Science Resources Center<br />Affiliations<br />Education / Museum Studies<br />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?<br />The Castle<br />Archives of American Art<br />What can I do with this content once I find it? How can I interact with my fellow-visitors?<br />From inside any of these sites, where’s the rest of the Smithsonian’s content, visitors, community?<br />
    77. 77.
    78. 78. Old Learning Model<br />New Learning Model<br />
    79. 79. 3<br />“Build expertise in metrics and evaluation and implement standard lightweight (not burdensome) reporting processes.”<br />
    80. 80. 4<br />“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. ”<br />
    81. 81. 4<br />“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. ”<br />
    82. 82. 4<br />“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. ”<br />
    83. 83. 5<br />
    84. 84. The Smithsonian CommonsA place to begin<br />“a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.”<br />
    85. 85. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />
    86. 86. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />We’re prototyping the Smithsonian Commons now<br />
    87. 87. Strategy helps you prioritize tactical opportunities and focus on users and mission<br />
    88. 88. Don’t forget about us!!!<br />
    89. 89. How can we make the Smithsonian<br />More relevant in a digital age?<br />Filmed April 26th, 2009 at the<br />Smithsonian in Washington, D.C.<br />http://www.youtube.com/watch?v=MTJ8u2HGtrs<br />
    90. 90. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />Michael Edson | @mpedson | slideshare.net/edsonm<br />
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