Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage

How Openness and Transparency Become a TOWARDS A Central Business Strategy for Cultural Heritage REPUTATION ECONOMYRobert SteinDeputy Director for Research,Technology, and Engagement

WHAT IS A REPUTATION ECONOMY?Flickr Credit ~rednuht

THE REPUTATION ECONOMY But heres the interesting paradox: The reputation economy creates an incentive to be more open, not less. Since Internet commentary is inescapable, the only way to influence it is to be part of it. Being transparent, opening up, posting interesting material frequently and often is the only way to amass positive links to yourself and thus to directly influence your Googleable reputation. Putting out more evasion or PR puffery wont work, because people will either ignore it and not link to it - or worse, pick the spin apart and enshrine those criticisms high on your Google list of life. Clive Thompson, “The See-Through CEO” WIRED Magazine - Issue 15.04, March, 2007Flickr Credit ~rednuht

SUPPLYDEMAND

2011 Forbes Reputation Survey70%60%50%40% Purchasing30% Advocacy20%10% 0% Perception of Product Perception of CompanySource http://www.forbes.com/2011/06/08/reputation-economy-stupid.html WHAT DRIVES PURCHASING DECISIONS?

79% of HRprofessionals useonline reputation in theirhiring processSource: Microsoft – 2010, http://bit.ly/cPsOXX Flickr Credit ~ helenasicily

THE REPUTATIONECONOMY EXISTSDriven by:- Rise in access to information- Rise in public awareness to that fact- Rise in a culture of participation Flickr Credit ~altus

REPUTATION AND CULTURAL HERITAGE Flickr Credit ~adforce1

REPUTATION AND CULTURAL HERITAGEAttendance isDISCRETIONARY and NOTprescriptive of LONG-TERMsuccess Flickr Credit ~adforce1

REPUTATION AND CULTURAL HERITAGEFunding is increasinglySCARCE and driven bySOCIAL IMPACT Flickr Credit ~adforce1

REPUTATION AND CULTURAL HERITAGEPhilanthropy is fueled byRELATIONSHIP and PASTPERFORMANCE Flickr Credit ~adforce1

REPUTATION AND CULTURAL HERITAGEThere is no outside world anymore, just a world.one that is blogged, Facebooked, Twittered, andutterly porous. The extent to which we cancontrol our image is directly proportionate to ourhonesty about ups and downs in a context thatwe can to some degree define -Maxwell L. Anderson Flickr Credit ~adforce1

source ~donsolo

THE REPUTATION ECONOMYAND SOCIAL CAPITAL

THE REPUTATION ECONOMYAND SOCIAL CAPITAL Whereas physical capital refers to physical objects and human capital refers to the properties of individuals, social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them. In that sense social capital is closely related to what some have called “civic virtue.” The difference is that social capital calls attention to the fact that civic virtue is most powerful when embedded in a sense network of reciprocal social relations. A society of many virtuous but isolated individuals is not necessarily rich in social capital. Robert Putnam, Bowling Alone, 2000

IS OUR SOCIAL CAPITALBANKRUPT ALREADY?

REPUTATION HASMANY FACETS PUBLIC PROFESSIONAL FUNDERSFlickr Credit ~swamibu

Strategies of…TRANSPARENCYCOLLABORATIONSHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT

WHAT ISTRANSPARENCY? Trans-par-en-cy: “The full accurate and timely disclosure of information” -Wall Street Words http://www.dictionary.com Flickr Credit: ~marcomagrini

kalexanderson/transparencyIF YOU CAN’T AVOID IT… EMBRACE IT!

Some facts INDIANAPOLIS THE About the IMA MUSEUM OF ART127 YEARS152 ACRES300 STAFF

Enrich Permanent THE INDIANAPOLIS Collection MUSEUM OF ART54,000 OBJECTS428,000 VISITORS1M WEB VISITORS

IMA’S CHALLENGES

“The Indianapolis Museum of Art might bethe web-smartest museum in America, andits blog is one of my favorite daily reads” – Tyler Green, Modern Art Notes

IMA DASHBOARD Launch: Sept 2007 Goals: Simplicity Deep Dives Workflow Flexibility

“Of course, such systems [dashboards] raise a rather vexing challenge:what, exactly, are the few key indicators you would need to watch to monitoryour success? Its this question that actually proves to be more effectivethan the dashboard tool itself. To know what you should monitor, you needto know what youre trying to do, and you also have to define what successlooks like (more people? happier people? more art? better reviews? prolificartists?).” Andrew Taylor, “Keeping an Eye on Dashboards”, The Artful Manager Blog, October 20, 2006,.

“The root of the problem is that there is no longer an agreed-upon methodof measuring achievement… While many challenges beset art museumleaders today, finding a way to measure performance is accordingly amongthe field’s most urgent… Without generally accepted metrics, artsorganizations will have more and more trouble making a case forthemselves.” Maxwell L. Anderson, “Metrics of Success in Art Museums”, Getty Leadership Institute (2004),.

RESULTSFOR THE IMA GOOD PRESS WELL RECEIVED BY PEERS CLARIFYING GOALS INSPIRED OTHERS

OVERCOMING FEAR COMPARE AND DESPAIR

OVERCOMING FEAR ACTUAL FAILURE Flickr Credit ~sziszo

WHY FAILING PUBLICLY IS GOOD HIGHLIGHTS SUCCESS DISPELLS ASSUMPTION OF SPIN DOCUMENTS A NEED FOR CHANGEFlickr Credit: ~carowallis1

BENCHMARKING “Thus, benchmarking has many direct and indirect benefits: increasing the impact of mission-related activities, raising internal standards, improving performance, attracting more funding, uncovering (and fixing) hidden weaknesses, and overall, improving the public face of the organization.” Jason Saul Benchmarking for nonprofits Fieldstone Alliance, 2004, pg 12

AAMDSTATISTICALSURVEY

IMA’S DIRTY LITTLE SECRETTHE DASHBOARD IS FOR STAFF

HOW CAN MUSEUMSPURSUE EXCELLENCE? Flickr Credit ~adforce1

W. EDWARDS DEMING

KaizenKAI = change or to correctZEN = goodKAIZEN = a system of continuous improvement

CONTINUOUS IMPROVEMENTEXECUTEEVALUATEREPEAT

Strategies of…TRANSPARENCYCOLLABORATIONSHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT

AUTHORITATIVE VS AUTHORITARIAN HOW DO YOU ESTABLISHAUTHORITY

JULIA CHILD

Julia’s Kitchen atAMERICAN MUSEUM OF NATURAL HISTORY Flickr Credit ~kevharb

Cultural Heritage &COMPETITIVE ADVANTAGEFlickr Credit ~jasoneppink

Visitor InclusionIMA’S offense to Bruce, but who doesn’t want • No STRATEGIES FOR this?COLLABORATION source ~victoriapeckham

Steve.Museum Exploring Applications of Social Tagging for Museums Founded in 2005 2006 Institute for Museum and Library Services (IMLS) National Leadership Research Grant 2008 IMLS NLG Steve In Action 2008 IMLS NLG Research Grant T3: Text, Tags, Trust Open Source software supporting tagging in museums

33 Partners• MoMA• National Gallery of Art, USA• Metropolitan Museum of Art• Museo Nacional del Prado• Van Gogh Museum• Museum Boijmans Van Beuningen

SAY HELLO TOTAP

Museums• Balboa Park Online Collaborative • National Air and Space Museum• Dallas Museum of Art • The Smithsonian• The Eiteljorg Museum of Native Vendors American and Western Art • AdLib Systems• Indianapolis Museum of Art • GuideByCell• The Metropolitan Museum of Art • Imagineear• Minnesota Historical Society • MyTours• Museum of Contemporary Art, • NOUS Guides San Diego • Tristan Systems• Museum of Fine Arts, Boston

MFA Boston

Gemeente Museum Den Haag

Crystal Bridges Museum of American Art

Online ScholarlyCatalogue Initiative

RESULTSFOR THE IMA $3.2M GRANTS SINCE 2006 $1.2M CONSULTING SINCE 2009 +89% WEB TRAFFIC SINCE 2008EXCEEDS EXHIBITION REVENUE BY > 50% IN FY12

DECLININGSOCIAL CAPITAL? Putnam suggests in Bowling Alone that the individualizing nature of technology is at least partially reponsible for an observed decline in social capital. I DISAGREE

CULTURAL HERITAGENEEDS THE REPUTATIONECONOMY

THANK YOU!@rjstein

Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage

by Robert J. Stein

Accessibility

Categories

Upload Details

Usage Rights

Statistics

Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage Presentation Transcript