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Digital Strategy & the Arts: A Reflection on "Like, Link, Share"

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Digital Strategy & the Arts: A Reflection on "Like, Link, Share"

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Presentation delivered on January 8, 2015 at the McKnight Foundation - a response and reflection upon the "Like, Link, Share" report authored by Sarah Lutman & commissioned by the Wynecote Foundation. Focus is on strategy, digital strategy, staffing, proactive planning, and the big questions that remain in the cultural heritage sector.

Transcript

  1. 1. Douglas Hegley Director of Media & Technology Minneapolis Institute of Arts dhegley@artsmia.org @dhegley http://www.slideshare.net/dhegley Museum Digital Strategy Reflections on “Like, Link, Share” January 8, 2015 Reference: http://likelinkshare.org/
  2. 2. A meaningful report, and a great starting point
  3. 3. Yes, I work in a museum “… [a] gift to each child in the world be a sense of wonder so indestructible that it would last throughout life … ” – Rachel Carson
  4. 4. Psychology? This digital strategy needs some serious analysis.
  5. 5. Minneapolis Institute of Arts • 1883: Minneapolis Society of Fine Arts • Jan 7, 1915: Museum opens its doors • ~ 600k visitors per year • Free admission (except Special Exhibitions) • 90,000 works of art • Spanning 5000 years
  6. 6. Technology at MIA • 1990s: The Era of New Toys – Creation of “Interactive Media Group” – Interactive Learning Stations – Just make it work • 2000s • 2010s
  7. 7. Technology at MIA • 1990s: The Era of New Toys • 2000s: Sharing What We Know – www.artsmia.org – www.artsconnected.com – Stamp of authority • 2010s
  8. 8. Technology at MIA • 1990s: The Era of New Toys • 2000s: Sharing What We Know • 2010s: New Strategic Direction – Engaging and interactive, audience-centered – Content separated from technology – Omni-channel integration – Every single process
  9. 9. • Technology = Strategic – Central (not peripheral) – Essential (not preferable) – Vital to the sustainability of the organization
  10. 10. Like, Link, Share page 6: “Digital Reach” Communications Finance Security Operations Etc.
  11. 11. Like, Link, Share page 7: “Overall strategy is the basis for digital strategy.”
  12. 12. Like, Link, Share page 3: “Taking full advantage of digital opportunities requires organizations to … tailor the development of digital capabilities to their individual programming.”
  13. 13. Proactive adaptation v. “Prediction is very difficult, especially if it’s about the future” – Neils Bohr Like, Link, Share page 7: “… strategy is not fixed. Strategy changes as conditions change.”
  14. 14. But, where to begin?
  15. 15. It starts, and ends, with PEOPLEIt starts, and ends, with PEOPLE
  16. 16. Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.” Then: Partake The Audience
  17. 17. Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.” Now: Take Part The Audience
  18. 18. Like, Link, Share page 23: “ …the tyranny of the purchase funnel.” PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading
  19. 19. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading The majority of our audiences do not come to us with deep prior knowledge – nor is it their goal to achieve that depth. In order to engage as many of them as we can, it is our responsibility to deliver content that meets multiple and varied needs.
  20. 20. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading INFORMATION Invite, welcome Inspire, delight Inform, Teach
  21. 21. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading INFORMATION Invite, welcome Inspire, delight Inform, Teach This is not, and never will be, “dumbing things down”. Instead, this is opening as many doors as possible, and meeting our audiences where they are, with respect and enthusiasm.
  22. 22. Like, Link, Share page 21: “Digital disrupts the linear story and subverts authority.” We have a paradox!We have a paradox! Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010)Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010) IMHO: Because the FOUNDATION is built on scholarshipIMHO: Because the FOUNDATION is built on scholarship BUTBUT Engagement is accomplished through delightful storiesEngagement is accomplished through delightful stories ANDAND Audiences want a voiceAudiences want a voice Our challenge is to figure this one out!Our challenge is to figure this one out!
  23. 23. Like, Link, Share page 14-15: “Shake Up the Org Chart”
  24. 24. Like, Link, Share page 12: “Managers say they’ve looked for curious generalists, not specialists, when hiring ...” To repeat: It starts, and ends, with PEOPLE This is particularly true with HIRING STAFF Skills are pre-requisites “Culture eats strategy for breakfast” – attributed to Peter Drucker
  25. 25. Like, Link, Share page 1: “… ‘fail fast’ experiments … testing new ideas … help inform stronger long-term capabilities” “I don’t believe in failing often. I believe in building [minimum viable] products that will test hypotheses” – Koven Smith, Director of Digital Adaptation, Blanton Museum of Art (MCN 2014, Dallas)
  26. 26. So, does EVERYTHING have to change?
  27. 27. Like, Link, Share page 13: “Spend less on print display advertising” Source: LaPlacaCohen “CultureTrack 2014”
  28. 28. Well, that’s easy! The Ideal Characteristics of a Museum Technology Leader: Like, Link, Share page 15: “Chief Digital Officer positions are increasingly common”
  29. 29. Other Resources Where to learn more: www.mcn.edu Museum Computer Network 2015 Conference is in Minneapolis (November) www.museumsandtheweb.com/ 2015 Conference is in Chicago (April) http://www.nmc.org/nmc-horizon/ Horizon reports from the New Media Consortium
  30. 30. … and, of course, your colleagues! There is tremendous power in collaboration To the general public, we are all just branches of the same corporation
  31. 31. Thank you! Questions? dhegley@artsmia.org @dhegley These slides available at: http://www.slideshare.net/dhegley

Editor's Notes

  • Thank you for the invitation to speak this morning, and a special thank you to Sarah Lutman & the Wyncote Foundation for this interesting and meaningful report.
    I would like to focus on points of resonance, both in agreement and in healthy debate.
    The true value of the report lies in the dialog that it will engender amongst all of us in the cultural sector.
  • Before I ventured into museums and technology, my formal background was in clinical psychology. What’s that got to do with the topic at hand? Plenty, I will argue, because at the heart of it all is PEOPLE (and not, gasp, technology).
  • I love this diagram, although I might argue that it’s too limited to the activities that seem more-immediately connected to digital. The truth is that ALL aspects of an organization, from core business processes to public interfaces, depend upon and can be maximized by effective digital technologies.
  • Digital Strategy v. Strategy Strategy: IMHO, it’s far superior to focus on the Main Thing; digital is in support of AND helping to drive that Main Thing
  • I would take this point even further – the strategy (and thus also the digital strategy) itself must be tailored to each organization AND its place in space and time. There is no easy formula, there is no textbook. It takes work, real hard work. And it starts with really listening.
  • How can you adapt to something that hasn’t happened yet?? The contradiction is (at least) made more possible by predictive trend analysis; and perhaps the more-realistic approach is to stay on the leading edge of understanding what’s happening in the field and how it will impact our specific organizations.
  • Another great graphic! Digital is everywhere. Denying that is, well, crazy (my professional opinion). Ironic story : my last big project at the Met was dividing IT and Digital; my first big project at the MIA was COMBINING IT and Digital! There is no one perfect structural model, but there are quite possibly some guiding principles, illuminated in this report.
  • This concept of Failing Forward is too-often imagined as whimsical or scattershot. What we strive for is much closer to the scientific method: hypothesis, test, analyze, conclude, repeat.
  • Communication channels vary by audience characteristics. My question for us: are we in a period of transition, or is this our “new normal”? How will we decide?
  • Description

    Presentation delivered on January 8, 2015 at the McKnight Foundation - a response and reflection upon the "Like, Link, Share" report authored by Sarah Lutman & commissioned by the Wynecote Foundation. Focus is on strategy, digital strategy, staffing, proactive planning, and the big questions that remain in the cultural heritage sector.

    Transcript

    1. 1. Douglas Hegley Director of Media & Technology Minneapolis Institute of Arts dhegley@artsmia.org @dhegley http://www.slideshare.net/dhegley Museum Digital Strategy Reflections on “Like, Link, Share” January 8, 2015 Reference: http://likelinkshare.org/
    2. 2. A meaningful report, and a great starting point
    3. 3. Yes, I work in a museum “… [a] gift to each child in the world be a sense of wonder so indestructible that it would last throughout life … ” – Rachel Carson
    4. 4. Psychology? This digital strategy needs some serious analysis.
    5. 5. Minneapolis Institute of Arts • 1883: Minneapolis Society of Fine Arts • Jan 7, 1915: Museum opens its doors • ~ 600k visitors per year • Free admission (except Special Exhibitions) • 90,000 works of art • Spanning 5000 years
    6. 6. Technology at MIA • 1990s: The Era of New Toys – Creation of “Interactive Media Group” – Interactive Learning Stations – Just make it work • 2000s • 2010s
    7. 7. Technology at MIA • 1990s: The Era of New Toys • 2000s: Sharing What We Know – www.artsmia.org – www.artsconnected.com – Stamp of authority • 2010s
    8. 8. Technology at MIA • 1990s: The Era of New Toys • 2000s: Sharing What We Know • 2010s: New Strategic Direction – Engaging and interactive, audience-centered – Content separated from technology – Omni-channel integration – Every single process
    9. 9. • Technology = Strategic – Central (not peripheral) – Essential (not preferable) – Vital to the sustainability of the organization
    10. 10. Like, Link, Share page 6: “Digital Reach” Communications Finance Security Operations Etc.
    11. 11. Like, Link, Share page 7: “Overall strategy is the basis for digital strategy.”
    12. 12. Like, Link, Share page 3: “Taking full advantage of digital opportunities requires organizations to … tailor the development of digital capabilities to their individual programming.”
    13. 13. Proactive adaptation v. “Prediction is very difficult, especially if it’s about the future” – Neils Bohr Like, Link, Share page 7: “… strategy is not fixed. Strategy changes as conditions change.”
    14. 14. But, where to begin?
    15. 15. It starts, and ends, with PEOPLEIt starts, and ends, with PEOPLE
    16. 16. Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.” Then: Partake The Audience
    17. 17. Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.” Now: Take Part The Audience
    18. 18. Like, Link, Share page 23: “ …the tyranny of the purchase funnel.” PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading
    19. 19. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading The majority of our audiences do not come to us with deep prior knowledge – nor is it their goal to achieve that depth. In order to engage as many of them as we can, it is our responsibility to deliver content that meets multiple and varied needs.
    20. 20. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading INFORMATION Invite, welcome Inspire, delight Inform, Teach
    21. 21. PARTICIPANTS Surface swimming Snorkeling Scuba diving Wading INFORMATION Invite, welcome Inspire, delight Inform, Teach This is not, and never will be, “dumbing things down”. Instead, this is opening as many doors as possible, and meeting our audiences where they are, with respect and enthusiasm.
    22. 22. Like, Link, Share page 21: “Digital disrupts the linear story and subverts authority.” We have a paradox!We have a paradox! Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010)Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010) IMHO: Because the FOUNDATION is built on scholarshipIMHO: Because the FOUNDATION is built on scholarship BUTBUT Engagement is accomplished through delightful storiesEngagement is accomplished through delightful stories ANDAND Audiences want a voiceAudiences want a voice Our challenge is to figure this one out!Our challenge is to figure this one out!
    23. 23. Like, Link, Share page 14-15: “Shake Up the Org Chart”
    24. 24. Like, Link, Share page 12: “Managers say they’ve looked for curious generalists, not specialists, when hiring ...” To repeat: It starts, and ends, with PEOPLE This is particularly true with HIRING STAFF Skills are pre-requisites “Culture eats strategy for breakfast” – attributed to Peter Drucker
    25. 25. Like, Link, Share page 1: “… ‘fail fast’ experiments … testing new ideas … help inform stronger long-term capabilities” “I don’t believe in failing often. I believe in building [minimum viable] products that will test hypotheses” – Koven Smith, Director of Digital Adaptation, Blanton Museum of Art (MCN 2014, Dallas)
    26. 26. So, does EVERYTHING have to change?
    27. 27. Like, Link, Share page 13: “Spend less on print display advertising” Source: LaPlacaCohen “CultureTrack 2014”
    28. 28. Well, that’s easy! The Ideal Characteristics of a Museum Technology Leader: Like, Link, Share page 15: “Chief Digital Officer positions are increasingly common”
    29. 29. Other Resources Where to learn more: www.mcn.edu Museum Computer Network 2015 Conference is in Minneapolis (November) www.museumsandtheweb.com/ 2015 Conference is in Chicago (April) http://www.nmc.org/nmc-horizon/ Horizon reports from the New Media Consortium
    30. 30. … and, of course, your colleagues! There is tremendous power in collaboration To the general public, we are all just branches of the same corporation
    31. 31. Thank you! Questions? dhegley@artsmia.org @dhegley These slides available at: http://www.slideshare.net/dhegley

    Editor's Notes

  • Thank you for the invitation to speak this morning, and a special thank you to Sarah Lutman & the Wyncote Foundation for this interesting and meaningful report.
    I would like to focus on points of resonance, both in agreement and in healthy debate.
    The true value of the report lies in the dialog that it will engender amongst all of us in the cultural sector.
  • Before I ventured into museums and technology, my formal background was in clinical psychology. What’s that got to do with the topic at hand? Plenty, I will argue, because at the heart of it all is PEOPLE (and not, gasp, technology).
  • I love this diagram, although I might argue that it’s too limited to the activities that seem more-immediately connected to digital. The truth is that ALL aspects of an organization, from core business processes to public interfaces, depend upon and can be maximized by effective digital technologies.
  • Digital Strategy v. Strategy Strategy: IMHO, it’s far superior to focus on the Main Thing; digital is in support of AND helping to drive that Main Thing
  • I would take this point even further – the strategy (and thus also the digital strategy) itself must be tailored to each organization AND its place in space and time. There is no easy formula, there is no textbook. It takes work, real hard work. And it starts with really listening.
  • How can you adapt to something that hasn’t happened yet?? The contradiction is (at least) made more possible by predictive trend analysis; and perhaps the more-realistic approach is to stay on the leading edge of understanding what’s happening in the field and how it will impact our specific organizations.
  • Another great graphic! Digital is everywhere. Denying that is, well, crazy (my professional opinion). Ironic story : my last big project at the Met was dividing IT and Digital; my first big project at the MIA was COMBINING IT and Digital! There is no one perfect structural model, but there are quite possibly some guiding principles, illuminated in this report.
  • This concept of Failing Forward is too-often imagined as whimsical or scattershot. What we strive for is much closer to the scientific method: hypothesis, test, analyze, conclude, repeat.
  • Communication channels vary by audience characteristics. My question for us: are we in a period of transition, or is this our “new normal”? How will we decide?
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