How Openness and                                 Transparency Become a          TOWARDS A                                C...
WHAT IS A                         REPUTATION                         ECONOMY?Flickr Credit ~rednuht
THE REPUTATION ECONOMY            But heres the interesting paradox: The reputation economy creates            an incentiv...
SUPPLYDEMAND
2011 Forbes Reputation Survey70%60%50%40%                                                                         Purchasi...
79% of HRprofessionals useonline reputation in theirhiring processSource: Microsoft – 2010, http://bit.ly/cPsOXX   Flickr ...
THE REPUTATIONECONOMY EXISTSDriven by:- Rise in access to information- Rise in public awareness to that fact- Rise in a cu...
REPUTATION   AND CULTURAL HERITAGE                 Flickr Credit ~adforce1
REPUTATION                      AND CULTURAL HERITAGEAttendance isDISCRETIONARY and NOTprescriptive of LONG-TERMsuccess   ...
REPUTATION                          AND CULTURAL HERITAGEFunding is increasinglySCARCE and driven bySOCIAL IMPACT         ...
REPUTATION                       AND CULTURAL HERITAGEPhilanthropy is fueled byRELATIONSHIP and PASTPERFORMANCE           ...
REPUTATION                                           AND CULTURAL HERITAGEThere is no outside world anymore, just a world....
source ~donsolo
THE REPUTATION ECONOMYAND SOCIAL CAPITAL
THE REPUTATION ECONOMYAND SOCIAL CAPITAL     Whereas physical capital refers to physical objects and     human      capita...
IS OUR SOCIAL CAPITALBANKRUPT ALREADY?
REPUTATION HASMANY FACETS                               PUBLIC                         PROFESSIONAL                       ...
Strategies of…TRANSPARENCYCOLLABORATIONSHARING                          Lead to…                          SOCIAL CAPITAL  ...
WHAT ISTRANSPARENCY? Trans-par-en-cy:   “The full accurate and timely   disclosure of information”                      -W...
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,...
IMA’S CHALLENGES
“The Indianapolis Museum of Art might bethe web-smartest museum in America, andits blog is one of my favorite daily reads”...
IMA DASHBOARD  Launch: Sept 2007  Goals:    Simplicity    Deep Dives    Workflow    Flexibility
w
“Of course, such systems [dashboards] raise a rather vexing challenge:what, exactly, are the few key indicators you would ...
“The root of the problem is that there is no longer an agreed-upon methodof measuring achievement… While many challenges b...
RESULTSFOR THE IMA                     GOOD PRESS          WELL RECEIVED BY PEERS               CLARIFYING GOALS          ...
OVERCOMING FEAR      COMPARE AND DESPAIR
OVERCOMING FEAR        ACTUAL FAILURE                         Flickr Credit ~sziszo
WHY FAILING PUBLICLY IS GOOD                                        HIGHLIGHTS SUCCESS                                DISP...
BENCHMARKING      “Thus, benchmarking has many direct and      indirect benefits: increasing the impact of      mission-re...
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  ...
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                  ...
Steve.Museum     Exploring Applications of     Social Tagging for Museums     Founded in 2005     2006 Institute for Museu...
33 Partners• MoMA• National Gallery of Art, USA• Metropolitan Museum of Art• Museo Nacional del Prado• Van Gogh Museum• Mu...
SAY HELLO TOTAP
Museums• Balboa Park Online Collaborative   • National Air and Space Museum• Dallas Museum of Art               • The Smit...
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 TRAF...
DECLININGSOCIAL CAPITAL?     Putnam suggests in Bowling Alone that the     individualizing nature of technology is at leas...
CULTURAL HERITAGENEEDS THE REPUTATIONECONOMY
THANK YOU!@rjstein
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
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Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage

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  • But here's 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 won't 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, 2007
  • If a demand exists – businesses will create enough supply to satisfy that demandBusinesses that optimize that production will win
  • If a demand exists – businesses will create enough supply to satisfy that demandBusinesses that optimize that production will win
  • Driven byRise in access to informationRise in public awareness to that factRise in participatory culture and Rating
  • This is an image from the occupy wall street movement in NYC… demonstrates an evidence that social capital related to corporations is bankrupt.
  • This is an image from the occupy wall street movement in NYC… demonstrates an evidence that social capital related to corporations is bankrupt.Is social capital related to cultural heritage bankrupt already? I don’t think that it is… but it’s a worthwhile question to ask what would happen if it ever became that way.
  • LOCATION – FLY-OVER STATELIMITATIONS OF COLLECTIONLIMITATIONS OF BUDGET
  • Highlight successesDispells assumption of PRDocuments a need for changeThe key is to know that they happened!!!(lead in to situational awareness)
  • Recognized for introducing French Cuisine to the American PublicAuthor of Mastering the Art of French CookingWell-Known Host of Cooking shows and among the 50th greatest TV Stars of all time
  • Museums loose nothing by giving away knowledgeBuilding solutions that work for you in a way that can be repurposed is long-term thinkingCollaboration (is a pain in the butt) but leads to better ideas – solving more problems than you would have on your own.
  • Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage

    1. 1. How Openness and Transparency Become a TOWARDS A Central Business Strategy for Cultural Heritage REPUTATION ECONOMYRobert SteinDeputy Director for Research,Technology, and Engagement
    2. 2. WHAT IS A REPUTATION ECONOMY?Flickr Credit ~rednuht
    3. 3. 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
    4. 4. SUPPLYDEMAND
    5. 5. 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?
    6. 6. 79% of HRprofessionals useonline reputation in theirhiring processSource: Microsoft – 2010, http://bit.ly/cPsOXX Flickr Credit ~ helenasicily
    7. 7. 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
    8. 8. REPUTATION AND CULTURAL HERITAGE Flickr Credit ~adforce1
    9. 9. REPUTATION AND CULTURAL HERITAGEAttendance isDISCRETIONARY and NOTprescriptive of LONG-TERMsuccess Flickr Credit ~adforce1
    10. 10. REPUTATION AND CULTURAL HERITAGEFunding is increasinglySCARCE and driven bySOCIAL IMPACT Flickr Credit ~adforce1
    11. 11. REPUTATION AND CULTURAL HERITAGEPhilanthropy is fueled byRELATIONSHIP and PASTPERFORMANCE Flickr Credit ~adforce1
    12. 12. 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
    13. 13. source ~donsolo
    14. 14. THE REPUTATION ECONOMYAND SOCIAL CAPITAL
    15. 15. 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
    16. 16. IS OUR SOCIAL CAPITALBANKRUPT ALREADY?
    17. 17. REPUTATION HASMANY FACETS PUBLIC PROFESSIONAL FUNDERSFlickr Credit ~swamibu
    18. 18. Strategies of…TRANSPARENCYCOLLABORATIONSHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT
    19. 19. WHAT ISTRANSPARENCY? Trans-par-en-cy: “The full accurate and timely disclosure of information” -Wall Street Words http://www.dictionary.com Flickr Credit: ~marcomagrini
    20. 20. kalexanderson/transparencyIF YOU CAN’T AVOID IT… EMBRACE IT!
    21. 21. Some facts INDIANAPOLIS THE About the IMA MUSEUM OF ART127 YEARS152 ACRES300 STAFF
    22. 22. Enrich Permanent THE INDIANAPOLIS Collection MUSEUM OF ART54,000 OBJECTS428,000 VISITORS1M WEB VISITORS
    23. 23. IMA’S CHALLENGES
    24. 24. “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
    25. 25. IMA DASHBOARD Launch: Sept 2007 Goals: Simplicity Deep Dives Workflow Flexibility
    26. 26. w
    27. 27. “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,.
    28. 28. “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),.
    29. 29. RESULTSFOR THE IMA GOOD PRESS WELL RECEIVED BY PEERS CLARIFYING GOALS INSPIRED OTHERS
    30. 30. OVERCOMING FEAR COMPARE AND DESPAIR
    31. 31. OVERCOMING FEAR ACTUAL FAILURE Flickr Credit ~sziszo
    32. 32. WHY FAILING PUBLICLY IS GOOD HIGHLIGHTS SUCCESS DISPELLS ASSUMPTION OF SPIN DOCUMENTS A NEED FOR CHANGEFlickr Credit: ~carowallis1
    33. 33. 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
    34. 34. AAMDSTATISTICALSURVEY
    35. 35. IMA’S DIRTY LITTLE SECRETTHE DASHBOARD IS FOR STAFF
    36. 36. HOW CAN MUSEUMSPURSUE EXCELLENCE? Flickr Credit ~adforce1
    37. 37. W. EDWARDS DEMING
    38. 38. KaizenKAI = change or to correctZEN = goodKAIZEN = a system of continuous improvement
    39. 39. CONTINUOUS IMPROVEMENTEXECUTEEVALUATEREPEAT
    40. 40. Strategies of…TRANSPARENCYCOLLABORATIONSHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT
    41. 41. AUTHORITATIVE VS AUTHORITARIAN HOW DO YOU ESTABLISHAUTHORITY
    42. 42. JULIA CHILD
    43. 43. Julia’s Kitchen atAMERICAN MUSEUM OF NATURAL HISTORY Flickr Credit ~kevharb
    44. 44. Cultural Heritage &COMPETITIVE ADVANTAGEFlickr Credit ~jasoneppink
    45. 45. Visitor InclusionIMA’S offense to Bruce, but who doesn’t want • No STRATEGIES FOR this?COLLABORATION source ~victoriapeckham
    46. 46. 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
    47. 47. 33 Partners• MoMA• National Gallery of Art, USA• Metropolitan Museum of Art• Museo Nacional del Prado• Van Gogh Museum• Museum Boijmans Van Beuningen
    48. 48. SAY HELLO TOTAP
    49. 49. 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
    50. 50. MFA Boston
    51. 51. Gemeente Museum Den Haag
    52. 52. Crystal Bridges Museum of American Art
    53. 53. Online ScholarlyCatalogue Initiative
    54. 54. RESULTSFOR THE IMA $3.2M GRANTS SINCE 2006 $1.2M CONSULTING SINCE 2009 +89% WEB TRAFFIC SINCE 2008EXCEEDS EXHIBITION REVENUE BY > 50% IN FY12
    55. 55. 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
    56. 56. CULTURAL HERITAGENEEDS THE REPUTATIONECONOMY
    57. 57. THANK YOU!@rjstein

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