Michael Edson @ Forum One: Strategy and Audience (long version)

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Long version of presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. November 5, 2009.

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  • Michael Edson @ Forum One: Strategy and Audience (long version)

    1. 1. Strategy and Audience<br />Old Learning Model<br />New Learning Model<br />Forum OneAudience-Centric User ExperienceNovember 5, 2009<br />National Press Club, Washington, DC<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />
    2. 2. Preamble<br />Twitter: @mpedson<br />http://slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispaces.com<br />Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian…<br />(My M.O. is to drive change by building a sense of urgency)<br />We’re a little bird<br />Note: In this short talk I’m going to skip a few (many) slides—come back to http://slideshare.net/edsonm to get the scoop <br />
    3. 3. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    4. 4.
    5. 5. “In this day and age, organizations can no longer rely on their mission or reputation to draw visitors to their site.”<br />Let’s just see how true that is…<br />
    6. 6. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    7. 7. Relevance<br />
    8. 8. Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
    9. 9. Unexpected Rivals in Google Search<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation.com<br />NASA<br />Enchantedlearning.com<br />
    10. 10. Unexpected Rivals in Reach<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than SI<br />that we don’t even show up on the graph…<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    11. 11. Unexpected Rivals in Reach (July – Sept, 2009)<br />Relevance<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    12. 12. Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex!<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    13. 13. Traffic Trending Down<br />Relevance<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />npr.org + 20% reach<br />
    14. 14. Brand Identity<br />Relevance<br />Brandtags.net<br />We are the 560th of 928 brands<br />
    15. 15. We’re competing with… everybody!<br />Relevance<br />
    16. 16. We’re competing with… everybody!<br />Hyperlinks!!!<br />97% of all online research efforts pass through wikipedia.org<br />Relevance<br />
    17. 17. We’re competing with… everybody!<br />Relevance<br />http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related<br />http://flickr.com/search/?q=spaceshipone&w=all<br />
    18. 18. The Demographic Tsunami<br />Relevance<br />November 2007 data: Pew Internet and American Life Project<br />
    19. 19. The Demographic Tsunami<br />“Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.” <br />Relevance<br />Lee RainiePew Internet and American Life Project<br />
    20. 20. Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials, 2009<br />“Surprise me!”<br />
    21. 21.
    22. 22. Overcoming these challenges requires organizations to overcome some misunderstandings about “The Web” <br />(by which I mean all digital initiatives) <br />
    23. 23.
    24. 24. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    25. 25. Misunderstandings<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    26. 26. Misunderstandings<br />“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.” <br />Clay Shirky<br />
    27. 27. Misunderstandings<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery<br />outside the institution<br />Joy’s Law: no matter <br />who you are, most of <br />The smartest people<br />work for someone else<br />
    28. 28. Misunderstandings<br />Fixation on Web 2.0<br />and Social Media<br />
    29. 29. Misunderstandings<br />We can get ahead by“doing more of thesame thing”<br />No, you can’t…<br />John P. Kotter, A Sense of Urgency<br />
    30. 30. Misunderstandings<br />The most interestingecosystems arein “border habitats”between the two<br />You can managetechnology and content<br />separately<br />
    31. 31. Misunderstandings<br />Build an ascendant brandby“doing work that matters”<br />Make money, now<br />“Once [the Smithsonian] has increased user base 100x or more, many other possibilities open”<br />Carl Malamud<br />Public.resource.org<br />Tim O’Reillyhttp://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html<br />
    32. 32. Misunderstandings<br />The Desktop Internet<br />2.5 Billionmobile subscribers<br />
    33. 33.
    34. 34. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    35. 35. Why Make Strategy?<br />Reestablish relevance<br />Prioritize tactical opportunities<br />
    36. 36. Very important slide!<br />StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
    37. 37. Increase size of brain trust
    38. 38. Improve the odds for change
    39. 39. Improve odds for execution (public promises not easily forgotten)
    40. 40. Outside champions more likely to support “commons” goals than status-quo insiders
    41. 41. Walking the Talk vis-à-vis crowdsourcing and innovation model
    42. 42. “You get what you practice”</li></ul>Strategy<br />Execution<br />
    43. 43. StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
    44. 44. Increase size of brain trust
    45. 45. Improve the odds for change
    46. 46. Improve odds for execution (public promises not easily forgotten)
    47. 47. Outside champions more likely to support “commons” goals than status-quo insiders
    48. 48. Walking the Talk vis-à-vis crowdsourcing and innovation model
    49. 49. “You get what you practice”</li></ul>More on this process at http://slideshare.net/edsonm and <br />http://smithsonian-webstrategy.wikispaces.com<br />Strategy<br />Execution<br />
    50. 50. Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
    51. 51. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    52. 52. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    53. 53. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    54. 54. Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />
    55. 55. Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />Q: How is the committee going to make good decisions about leading-edge technologies and the inherent positive and negative of internet trends when they are not themselves internet experts?<br />A: It’s not going to be easy. We recognize that we aren’t experts and we may take missteps along the way. That’s why we will be seeking advice from many sources including internal practitioners and external leaders. We will also work to expand knowledge of our audiences and what actual users think of the Institution’s web and new media initiatives. The committee also recognizes the need to establish pan-Institutional working groups to address specific issues and opportunities, in much the same way as OCIO has established collaborative Technical Working Groups (TWGs) to make hardware and software decisions in recent years. <br />
    56. 56. Smithsonian 2.0<br />
    57. 57. Smithsonian 2.0<br />
    58. 58. Process: Workshops to Wiki<br />Http://smithsonian-webstrategy.wikispaces.com<br />
    59. 59. Process: Workshops to Wiki<br />
    60. 60. Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.” <br />
    61. 61. Process: Workshops to Wiki<br />
    62. 62. Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wiki<br />
    63. 63. Process: Workshops to Wiki<br />
    64. 64. Process: Workshops to Wiki<br />
    65. 65. Process: Workshops to Wiki<br />
    66. 66. Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
    67. 67. Public-Facing Wiki<br />Improvement/synthesis over time<br />Added highlight, Action Required<br />
    68. 68. Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!”<br />
    69. 69. Public-Facing Wiki<br />Improvement/synthesis over time<br />Apology and re-cast original assertion<br />
    70. 70. Public-Facing Wiki<br />Improvement/synthesis over time<br />Another user synthesizes core question: How do units break out these costs?<br />
    71. 71. YouTube: Voice Your Vision<br />
    72. 72. YouTube: Voice Your Vision<br />
    73. 73. Twitter: #si20<br />
    74. 74.
    75. 75. Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that are barriers to change—a thermocline or perception gap<br />An alternative (and better) way to make strategy—public, transparent, and fast<br />How strategy can/should re-frame the relationship with audiences—why strategy matters<br />
    76. 76. Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />(Brand new!)<br />
    77. 77. Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a Biodiverse Planet<br />Valuing World Cultures<br />Understanding the American Experience<br />
    78. 78. Pan-Institutional Strategic Plan<br />Woaaahhh! These are big, hairy goals and the outcomes are to things that really matter for real people!<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a Biodiverse Planet<br />Valuing World Cultures<br />Understanding the American Experience<br />The Web & New Media describes the platform for making this happen<br />
    79. 79. This is what Web strategy looks like<br />The public wikiis the strategy<br />
    80. 80. Web & New Media Strategy Structure<br />Three Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />Eight Goals<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    81. 81. This is what strategy looks like<br />Which elements are user-focused?<br />I’ll list 10 (But just talk about a couple)<br />
    82. 82. 1<br />“There are few, if any, mechanisms that support findability, Web 2.0 features, and sustained/repeated user engagement across multiple platforms—and in many cases even within individual Web properties.”<br />
    83. 83. 2<br />“We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramatically different or outdated idioms of signage, product availability, pricing, and check-out in every aisle of each store. This needs to be addressed to realize the full potential of the Smithsonian’s digital initiatives.”<br />
    84. 84. 2<br />“We are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramatically different or outdated idioms of signage, product availability, pricing, and check-out in every aisle of each store. This needs to be addressed to realize the full potential of the Smithsonian’s digital initiatives.”<br />
    85. 85. American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astrophysical Observatory<br />Hirshhorn<br />Smithsonian Associates<br />Air and Space<br />Environ-mental Research Cntr<br />Photo Initiative<br />Freer / Sackler<br />Museum Conservation Institute<br />Latino Center<br />Asian Pacific American Program<br />Folklife / Cultural Heritage<br />Traveling Exhibitions<br />Anacostia Museum<br />African Art<br />SI Libraries<br />Cooper-Hewitt<br />Postal Museum<br />SI Across America<br />Portrait Gallery<br />National Science Resources Center<br />Affiliations<br />Education / Museum Studies<br />Which Web site has the informationI need? Where do I start? Can I get this on my mobile phone? Can I get it in an exhibit?<br />The Castle<br />Archives of American Art<br />What can I do with this content once I find it? How can I interact with my fellow-visitors?<br />From inside any of these sites, where’s the rest of the Smithsonian’s content, visitors, community?<br />
    86. 86. 3<br />“The impact of online collections can be greatly magnified by highlighting the knowledge and insight of Smithsonian experts…and a matrix of tools, policies, and resources that allows our audiences to be our partners in the increase and diffusion of knowledge.”<br />
    87. 87. Old Learning Model<br />New Learning Model<br />
    88. 88. 4<br />“Build expertise in metrics and evaluation and implement standard lightweight (not burdensome) reporting processes.”<br />
    89. 89. 5<br />“Invite public audiences to participate in defining the look and feel of the updated brand”<br />
    90. 90. 6<br />“Encourage and provide necessary support for staff to share their work and ideas directly with visitors though blogging, video, mobile platforms, geospatial data, and other Web and New Media formats”<br />
    91. 91. 7<br />“This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    92. 92. 7<br />“This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    93. 93. 7<br />“This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”<br />
    94. 94. 8<br />“Acknowledge the crucial role that interactive dialogue plays in the learning process and provide opportunities for it to grow on Smithsonian and external sites”<br />
    95. 95. 9<br />“Embrace user-generated content as an important catalyst to engagement and inquiry, particularly for younger and more Web 2.0 kinds of audiences”<br />
    96. 96. 10<br />“Become a leader in the creation of digital learning environments through virtual worlds, virtual education conferences, gaming, moblie platforms, and a sense of exploration and play.”<br />
    97. 97. The Smithsonian CommonsA place to begin<br />“a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.”<br />
    98. 98. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />
    99. 99. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />We’re prototyping the Smithsonian Commons now<br />
    100. 100. Strategy helps you prioritize tactical opportunities and focus on users and mission<br />
    101. 101. Don’t forget about us!!!<br />
    102. 102. How can we make the Smithsonian<br />More relevant in a digital age?<br />Filmed April 26th, 2009 at the<br />Smithsonian in Washington, D.C.<br />http://www.youtube.com/watch?v=MTJ8u2HGtrs<br />
    103. 103. Takeaways<br />What pain looks like<br />Alternative ways to assess reputation, brand, relevance<br />How strategy can/should re-frame the relationship with audiences<br />Why strategy matters<br />An alternative way to make strategy<br />Michael Edson | @mpedson | slideshare.net/edsonm<br />

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