Slide deck from AAM 2017 session on May 7, 2017. Session title: Digital Strategy in Action: From Planning to Doing Panelists: Mark Osterman, Guiding Programs Manager, Vizcaya Museum and Gardens Douglas Hegley, Chief Digital Officer, Minneapolis Institute of Art Tatum Walker, Associate Director of Digital Strategy, Ford's Theatre Society Session Abstract: Cultural heritage organizations develop digital strategies to outline philosophies, goals and objectives for the effective use of technology. In this session, three museums - at varying points of implementation - share methods and outcomes of the digital strategy process. Panelists represent a cross-section of museums (art, history, horticulture) and departments (education, communications, digital/IT), providing multiple points of view on how to identify, prioritize and implement digital initiatives that align with strategy. We’ll discuss institutional challenges, practical and technical constraints, and share examples of digital visitor engagement - aiming to inspire colleagues to apply digital strategy effectively at their organizations.

1. Digital Strategy in Action:
From Planning to Doing
Sunday May 7, 2017
1:00 - 2:15 pm

2. Introductions

3. Mark Osterman
Adult Learning and Engagement Manager

4. Tatum Walker
Associate Director of Digital Strategy
@walke328

5. artsmia.org
Douglas Hegley
Chief Digital Officer
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
This digital
strategy needs
some serious
analysis
Image source: https://humanisticstudies.princeton.edu/wp-content/uploads/2016/04/freud.jpg

6. Act One
Strategy

8. Vision
Mission
Strategy
Action Plan
Image Source: http://www.esterline.com/Portals/13/EIT%20Images/Standard_Building_Blocks_4.png

9. Image Source: http://adsmarket.com.np/wp-content/uploads/2015/08/why-digital-strategy.png

10. Pros
Advantages and Opportunities
Digital Strategy
● Emphasizes the transformative power of digital
● Enhances institutional buy-in
● Aligns digital efforts
● Provides clarity & transparency
● Ensures relevancy & long-term success of digital
● Recognizes digital as a dynamic, speciality area
● Helps manage expectations
● Provides language and perspectives to support funding
and partnership opportunities

11. Digital Strategy
● Confirms that digital is separate, in a silo
○ Someone else’s job
○ not core to mission
● Unnecessarily complex
● Sounds self-justifying (or even defensive)
● Looks really, really expensive
● Implies that digital is merely a series of projects
Cons
Potential Pitfalls

12. Digital Strategy for your Organization?
Will depend on:
Readiness
The organization
The people

13. Digital Strategy for your Organization?
Will depend on:
Readiness
The organization
The people
The quality of the plan
Relevance
Flexibility

14. Digital Strategy for your Organization?
Will depend on:
Readiness
The organization
The people
The quality of the plan
Relevance
Flexibility
Implementation
Communication
Roll-out
Ongoing utilization

15. Readiness via the
Digital Strategy Maturity Model
An honest look in the mirror
Not a value judgment
Guides understanding
Where does your org stand?
How does that impact your approach to digital?
Mirror, c. 1775, Unknown artist, United States, Minneapolis Institute of Art, Gift of
James F. and Louise H. Bell in memory of James S. and Sallie M. Bell, 31.18.3

16. Digital
Customer
Experience
Excellent
… meh …
Adapted from Forrester Research Inc (2014)
Digital Operational
Excellence
HighLow

17. Digital Connector Digital Master
Digital Dinosaur Digital Operator
Digital
Customer
Experience
Excellent
meh …
Adapted from Forrester Research Inc (2014)
Digital Operational
Excellence
HighLow
Image Sources: https://geekszine.com/wp-content/uploads/2015/07/medium_5533140316.jpg https://d13yacurqjgara.cloudfront.net/users/662463/screenshots/2087638/seq-22-digital-champion-2_1.gif http://theiowarepublican.com/wp-
content/uploads/2015/03/head-buried-in-sand.jpg http://assets.inhabitat.com/wp-content/blogs.dir/1/files/2011/11/data-farm.jpg

18. ● To help evolve the museum’s digital ecosystem to a connected network of platforms,
frameworks and tools to create dynamic, high-impact digital experiences for all our visitors both
online and onsite.
● To build staff knowledge and awareness of the potential technology has.
● To help set clear goals, strategies and guidelines for how technology should be considered.
● To use as an advocacy tool to build staff awareness about accessibility and the role technology
can play in enhancing access.
● To avoid diluting digital strategies within other larger strategic documents that staff are not
engaged in.
Why a Digital Strategy at Vizcaya?

19. Why a Digital Strategy?
Our Long Range Plan makes clear that the organization needs to broaden its impact
and that digital provides an opportunity to do so.
The Digital Strategy answers two questions:
How should Ford’s Theatre use digital media to support our Long Range Plan?
What will it take to get there?

20. Digital Connector Digital Master
Digital Dinosaur Digital Operator
Digital
Customer
Experience
Excellent
meh …
Adapted from Forrester Research Inc (2014)
Digital Operational
Excellence
HighLow
Image Sources: https://geekszine.com/wp-content/uploads/2015/07/medium_5533140316.jpg https://d13yacurqjgara.cloudfront.net/users/662463/screenshots/2087638/seq-22-digital-champion-2_1.gif http://theiowarepublican.com/wp-
content/uploads/2015/03/head-buried-in-sand.jpg http://assets.inhabitat.com/wp-content/blogs.dir/1/files/2011/11/data-farm.jpg

21. Act Two
Where are we now?

22. ● Tell Vizcaya’s Story
● Promote Access
● Engage Audiences
Digital Guiding Principles

23. ● Vizcaya sparks dialog with audiences by emphasizing interpretation by people, for
people.
● Vizcaya digitally documents, preserves and promotes its institutional legacy.
● Vizcaya’s content is universally accessible.
● Vizcaya fosters partnerships for digital development and learning.
● Vizcaya identifies, measures and inspires passion in its audiences.
● Vizcaya produces media-rich interpretive content that’s timely, interactive and multi-
purpose.
Digital Goals

28. Our Long-Term Digital Values
Sustainability. We bite off just as much as we can chew.
Be Compelling. If it doesn’t inspire our staff and Board, it won’t inspire our audiences or peers.
Mission-critical. Every digital initiative is clearly tied to our organizational goals.
Momentum Building. To effect change, we balance quick wins with long term plans.
Measurable. Data helps guide our efforts, and holds us accountable.
People-centric. We prioritize the needs of staff and audiences, over technology for its own sake.

30. Jean-Leon Gerome, The Carpet Merchant, c. 1887, Minneapolis Institute of Art, 70.40

31. Mia2021 Strategic Plan

32. Deepening Relationships

33. ● Collaborative team environment
● Shared goals
● Aligned with strategic plan
● Workplace culture, applied
● Empowerment
@dhegley

34. Act Three
Methods, such as:
Prioritization
Project Management
Stakeholder involvement

35. ● Digital Strategy was put into the Learning Division with
cross departmental collaboration through institutional task
forces that include the Interpretive Planning Taskforce and the
Technology Task Force.
● Task forces advise the museum about the opportunities and
challenges posed by the rapidly evolving media and
technology fields. This structure decentralizes digital efforts
and integrates them throughout the museum divisions
Project Management

36. Project Management - Digital Strategist
● Lead the development and implementation of an
institutional digital strategy, ensuring a holistic plan
across all museum departments and digital initiatives.
● Ensure that Vizcaya is true to its mission and
institutional priorities by sharing its many resources –
its collections, its history, its interpretive programs with
local and global audiences.
● Explore the full potential of digital technologies to build
and enhance engagement with existing audiences,
develop new audiences, strengthen the Museum’s
brand, increase accessibility and build awareness of
Vizcaya as a cultural and educational resource.

37. ● Vizcaya Museum and Gardens convened artists,
technology innovators, museum staff and other cross-
pollinators to explore and discuss the role technology
can play in advancing Vizcaya’s digital objectives,
needs and guiding principles.
● This group evolved into the Technology Advisory
Committee
Vizcaya Technology Advisory Committee

38. Access as Priority for Digital Initiatives
● Vizcaya is a National Historic Landmark that strives to meet
accessibility laws and internal goals, but is also greatly challenged
with accessibility for its diverse visitors.
● Vizcaya is not a purpose built space. Providing access in ways
that preserve the character of the historic institution requires
creativity and collaboration among staff.
● We are intent on experimenting with technology to help offer
greater access (physical and intellectual) opportunities to all of our
visitors.
● “Constraint as an impetus for innovation.” Sina Bahram

40. Organizational Structure
Digital Strategy was put into Communications and Marketing
with cross departmental collaboration through
digital committees to break down silos.

41. Approach
Collaborate
Designed to get departments collaborating and thinking
digitally
Meets like a human-centered design workshop
Empower
Focused monthly themes
Empowering staff and building self-efficacy with digital - lots
of documentation and capacity building

42. Project Management
Each project may have a different project manager
Entire team discusses the value and role of digital to the project
Current Projects
Social Media - Social Media Manager
Website - Associate Director of Digital Strategy
CRM - Database Administrator and Director of Communications and Marketing
Visitor Experience - Cross team
Accessibility - Associate Director of Visitor Services

43. Who owns digital?

44. We all do!

45. Prioritization
The main thing is to keep the main thing the main thing - Steven Covey
Image Source: https://mir-s3-cdn-cf.behance.net/project_modules/disp/300c4815792697.5629703b838b5.jpg , quote added

46. 46
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making
© Douglas Hegley 2014

47. ©
47
Cool Blue
Do a select few
Seek funding & partners
(We wish we could do them all)
Risk: Too many at once
(saying yes to everything)
Red Flag
Do only if necessary
Stop! (or proceed with extreme
caution)
(We wish we could have none)
Risk: Bogs down & exhausts resources
Green Light
Do these fast
Make a prioritized list, get moving
(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray Fog
Do only if there are resources
“Busy work” or dreamy distractions
(We wish we had more time)
Risk: People fall into it , esp. in times of stress
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making
© Douglas Hegley 2014

48. Mia: The TDX Project

49. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art

51. Establish a modern approach
Engage audiences via digital platforms
Provide moments of delight
- Social interaction
- Informal learning

52. Source: https://www.i-scoop.eu/digital-transformation/

53. Source: https://www.i-scoop.eu/digital-transformation/

54. Tell Stories with Digital (it’s great for storytelling)
Layered content
Self-guided
Hyperlinked
Evolving

55. Writing Workshops
Professional writing consultation from Kris Wetterlund, helped inform:
http://www.museum-ed.org/a-guide-to-interpretive-writing-about-art-for-museum-educators/

56. Act Four
Outcomes

57. Digital Engagement & Customer Experience
Does this digital stuff matter?
How is it measured?
Case studies

58. ● Use technology to make Vizcaya’s existing resources
more accessible (universal design) for dynamic
learning.
● Use technology to better understand our audience
and their needs.
● Use technology to invest in digital production and
dissemination infrastructure.
● Integrate digital strategies into our institutional
strategic and interpretive plans.
Desired Outcomes

59. ● Phase out Vizcaya’s video of second floor decorated
rooms.
● Transition to an active visitor-centered experience.
● Enhanced accessibility and inclusion for diverse
audiences and allows access to the second floor and
non-accessible areas of the gardens.
● ADA compliance through proper kiosk design,
appropriate installation and site preparation, and
accommodating software application development.
Outcomes - Virtual Access Tour
http://vizcaya.org/virtualtour/index.html

60. Outcomes - Virtual Access Tour Design

61. Outcomes - 3D Documentation
Adapting 3D documentation technologies to create interactive
experiences that expand the community’s access to our
collections and increase opportunities for discovery.

62. ● Bridging established preservation technologies
with interpretive digital technologies.
● Innovative approach to conservation,
accessibility and interpretation.
Outcomes - 3D Documentation (cont.)
https://vimeo.com/201330607/d9d0bcaf5d
https://sketchfab.com/darumatech
https://youtu.be/SxyLC3dTzEg

63. Outcomes - Better Understand our Audience
GPS Visitor Mapping Project

64. Outcomes - GPS Visitor Mapping Project
What can this do?
•Inform Interpretive Strategy
•
•Improve Visitor Flow
•
•Identify Future Wi-Fi
Connectivity Hotspots
What can’t this do?
•Provide precise data inside the
house
•
•Demonstrate intent or sentiment
•
•Automate easy data answers
Tools: Five Pre-paid iPhone 5s Devices, Trails Pro App,
Google Drive, Google Docs, Google Earth, QGIS
Time Spent:
House 1/3
Gardens 2/3
Average 2:14 Maximum 3:35 Minimum 52

65. Website Redesign
Challenges to address:
Clarifying our identity
Ticketing process
Engage audiences in our stories

66. Website Outcomes

68. Evaluating
Digital
People:
Use it
Together
Time
Stories
Art

69. Act Five
Challenges

70. Challenges
Practical constraints
Change is hard
The courage to pivot when needed
When non-techies are the decision-makers

71. The widespread use of touchscreens is problematic for those with
impaired vision.
Moving Forward:
● Visitor controlled contrast adjustment for the displays.
● Alternate display mode with larger fonts with large widely
spaced controls.
● Alternatives to the visual display such as descriptive auditory
experience.
Challenges - Virtual Access Tour

72. The Web Accessibility Initiative (WAI) develops
strategies, guidelines, and resources to help make the
Web accessible to people with disabilities. WACG3
● Alternative Text for Images - rendered visually,
auditorily, tactilely, or by any combination.
● Keyboard Input – not reliant on mouse, but
assistive technologies.
● Transcripts or Podcasts.
Challenges - Website and Virtual Online Tour Needs

73. ● How to integrate Universal Design to increase
accessibility and inclusion for diverse audiences (audio
description)?
● How to create visitor-centered and developmentally
appropriate experiences?
● How to capture visitor data to further improve and
enhance the visitor experience?
● How to enhance visitor wayfinding experience?
● All of this is: expensive, high maintenance, requires
staff training – new expertise.
Challenges - Digital labels, kiosks, Apps

74. ● Know the Law: Make sure staff understand
which accessibility laws apply and what is
required for compliance.
● You can’t do it alone. Requires commitment and
involvement from leadership across the
enterprise.
● Make an Interpretive Accessibility Policy.
Accessibility succeeds when it comes from the
top down and sets clear guidelines.
● Budget for Accessibility. Accessibility doesn’t
happen by accident. It takes effort, time, and
money.
● Build Accessibility into Your Workflow.
Accessibility should never be an afterthought.
Challenges - Awareness for Technology and Accessibility

75. Staying Visitor Centered
Pressure from funders drive project decisions.
Rapid prototyping and visitor research should be the center of all decisions.
What works for one institution doesn’t work for all institutions.

76. Tactics ≠ Strategy
Roadmaps need to be living documents.
The best laid plans are hard to pivot.
Ultimately, someone needs to be the decision-maker.

77. Digital
Productivity
High
Low
Executive Leadership Involvement
None - Ignoring
Demanding without
understanding
Learning
Prioritizing and Empowering
Controlling
Micro-managing
Hovering

78. Digital Literacy for Leadership
And leadership literacy for digital - it’s a two-way street
Digital: Train your
current leadership with
helpful digital knowledge
Leadership: Train your
digitally-savvy staff about
strategy, management, and
decision-making

79. Digital Literacy is about Learning
Image source: https://cdn2.rossieronline.usc.edu/content/0c95b693b9f74385a42b89b5321ca782/blooms-diagram.jpg

80. Questions
&
Discussion
Image source: https://www.fonality.com/hs-fs/hub/65551/file-18588386-jpg/images/digital_strategy.jpg

81. Thank you