Delivering a digital strategy - IWM’sstory7 June 2013Carolyn RoystonHead of Digital MediaImperial War Museums@caro_ft
• 5 locations• 600 staff• 2.3 million visitors to our sites per year• One of the biggest national museumsAbout the museum
• Oldest film archive in the UK• Second largest sound archive after the BBC• Over 11 million photographs• Second largest 20thCentury art collection in the UK after Tate• Millions of documents, diaries, papers• Over 140,000 large objectsIWM Collection
• No Digital Media department• No investment in digital• Old website and separate collections online no longer fit forpurpose• Little social media presence or relationships with 3rd parties• Very complex IP and copyright issues• Lack of co-ordinated approach or strategy to managing digitalrights• Extremely risk-adverse in approach to collections and digitalspaceWhen I joined in 2009
• Establish a department• Try to work in news ways suited to digital development• Deliver some key priority projects on time and to budget• Raise the digital agenda• Not fail!2009 – key challenges
• Department is growing• Responsible for all public facing digital outputsacross 5 sites:•Website and collections search•In-gallery multimedia•Mobile•Social media•Strategic digital partnerships with 3rdparties‘Digital is our most important channel going forward’ –Director, November 2012Digital Media department today
• New department with new ideas and ways of doing things• Significant corporate projects to deliver• Involve staff throughout and be transparent about our process• Open up thinking about what was possible• Audience focussed• We’re all in it togetherOur approach
• Wanted to open up the collections – 250,000 more objectsavailable• Let’s display warts and all – move away from perfection• Be more permissive and courageous with our copyright position• Move from risk-adverse to risk-awareAnd there was more…
• I was able to publish a strategy• At the heart was aspiration to open up our collections andencourage active participation with our audiences• Given a mandate from staff and Senior Management – hadorganisational buy-inAfter all that….
• User engagement can strengthen our collectionFacebook
• Opportunity to reach out to different audiences• Piggyback on other people’s technologies• Use our collections in different ways and with different tools• How can we maximise the use and effectiveness of the IWMbrand in digital spaces• Chance to be more entrepreneurial and find partners that canadd valueAnd built strategic partnerships
• IWM moved from risk-adverse to risk-aware – this has openedup the organisation’s thinking about digital possibilities• IP and copyright has become more permissive• Introduced processes to manage risk so we can be moreentrepreneurial and risk-taking• Busted myths – e.g. about collection sales and post-moderatedcomments• Ongoing advocacy so organisation can see benefits of digitalactivityBy end of 2012:
• Museum continuing to transform into digital organisation• Digital as part of a wider public engagement agenda• New digital posts appearing across the organisation – digitallearning• Technical infrastructure in place• Maturity on social media channels• Back to consultations to work out new ways of working• Update on digital strategy document to reflect change from2010Keep evolving
Digital activity increasing across the organisation•How does this affect the way we plan and programme work?•How do we develop the skills and confidence of staff to transformdigital capability in the organisation?•How do we embed digital instinctively in our work?In 2013 – new key challenges
• Digital part of everything we do - this is only going to get bigger• Our audiences are increasingly digital and want to access ourcontent and services wherever they are, when they like and onthe device(s) of their choice• Financial pressure is growing and we need to work in moreefficient and agile ways – digital can help us with this• Potential for new forms of engagement and open up newaudiences, new products, new opportunitiesWhy is this important?
1. Develop digital capability of staff – promote digital leadership2. Deliver a number of transformational projects3. Transform the role of Digital Media4. Work towards greater integration with other technical teamsNew strategy focusses on four key areas:
• We have identified the transformational projects for 2013/14• Digital Media dept is starting to work in new ways with projectteams across museum• New museum-wide initiative to excite staff about digital hasbeen launchedToday
• A new, informal place to develop digital skills• Monthly lunchtime sessions• A place to experiment, get excited about digital• Launched in May• Everyone in museum is welcomeComputer Club
1. Learning to use Twitter2. Games and gesture control – playing with the Xbox3. Blogging, Wordpress, Tumblr and Pinterest4. Using tablets, apps – difference between android and iOS5. Facebook – set up, privacy settings, liking, commenting,tagging6. Make a movie on an iPad and upload to YouTubeStaff will help us decide on the next 6….First six sessions
Gill Smith @gillsmith200028 May@caro_ft @IWM_CC Thanks toyou all for getting this going.Wearing my sticker withpride!@charliekeitch: Fully qualified totweet, thanks to my first badgefrom #museumcomputerclub
The last word• Digital strategy can act as a catalyst for change• It provides a vision, a framework and a way of working• It provides an incentive to deliver on time and to budget• It has been a springboard for digital development within IWMand a driver for positive change• It is evolving and iterative• It’s possible whatever the size of your organisation!
Contact details:Carolyn Roystoncroyston@iwm.org.uk@caro_ftThank you