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Strategy and Audience<br />Old Learning Model<br />New Learning Model<br />Forum OneAudience-Centric User ExperienceNovemb...
Web Executive Seminars<br />Thanks, Come Again: Audience- Centric User Experience<br />November 5, 2009National Press Club...
Preamble<br />Twitter: @mpedson<br />http://slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispace...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
“In this day and age, organizations can no longer rely on their mission or reputation to draw visitors to their site.”<br ...
Relevance<br />
Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
Unexpected Rivals in Google Search<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation...
Unexpected Rivals in Reach<br />Relevance<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than S...
Unexpected Rivals in Reach (July – Sept, 2009)<br />Relevance<br />Enchantedlearning.com<br />si.edu<br />discoveryeducati...
Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more o...
Traffic Trending Down<br />Relevance<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />...
Brand Identity<br />Relevance<br />Brandtags.net<br />We are the 560th of 928 brands<br />
We’re competing with… everybody!<br />Relevance<br />
We’re competing with… everybody!<br />Hyperlinks!!!<br />97% of all online research efforts pass through wikipedia.org<br ...
We’re competing with… everybody!<br />Relevance<br />http://www.youtube.com/watch?v=FNXahIoXMw8&feature=related<br />http:...
The Demographic Tsunami<br />Relevance<br />November 2007 data: Pew Internet and American Life Project<br />
The Demographic Tsunami<br />“Everything we hear from people we interview is that today’s consumers draw no distinctions b...
Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials,...
Overcoming these challenges requires organizations to overcome some misunderstandings about “The Web” <br />(by which I me...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
Misunderstandings<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a b...
Misunderstandings<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery...
Misunderstandings<br />Fixation on Web 2.0<br />and Social Media<br />
Misunderstandings<br />The Desktop Internet<br />2.5 Billionmobile subscribers<br />
Misunderstandings<br />We can get ahead by“doing more of thesame thing”<br />No, you can’t…<br />John P. Kotter, A Sense o...
Takeaways<br />Alternative ways to assess reputation, brand & relevance—what pain looks like<br />Misunderstandings that a...
Why Make Strategy?<br />Reestablish relevance<br />Prioritize tactical opportunities<br />
Very important slide!<br />StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than t...
 Increase size of brain trust
 Improve the odds for change
 Improve odds for execution (public promises not easily forgotten)
Outside champions more likely to support “commons” goals than status-quo insiders
Walking the Talk vis-à-vis crowdsourcing and innovation model
“You get what you practice”</li></ul>Strategy<br />Execution<br />
StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven...
 Increase size of brain trust
 Improve the odds for change
 Improve odds for execution (public promises not easily forgotten)
Outside champions more likely to support “commons” goals than status-quo insiders
Walking the Talk vis-à-vis crowdsourcing and innovation model
“You get what you practice”</li></ul>More on this process at http://slideshare.net/edsonm and <br />http://smithsonian-web...
Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Smithsonian 2.0<br />
Smithsonian 2.0<br />
Process: Workshops to Wiki<br />http://smithsonian-webstrategy.wikispaces.com<br />
Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information...
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wik...
Process: Workshops to Wiki<br />Post workshop, using the wiki to highlight themes and “action required”<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />External input, course corrections, validation<br />
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Strategy and Audience at the Smithsonian Institution, Michael Edson / Forum One Communications Web Executive Seminar

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Michael Edson, Director, Web and New Media Strategy of the Smithsonian Institution, talks about how he guided the development of Smithsonian's recently released New Media Strategy and how it impacts the user experience for museum websites and entices audience participation at Forum One's Web Executive Seminar, "Thanks, Come Again: Audience- Centric, User Experience" on November 5, 2009. To learn more about this event, visit http://www.forumone.com/thanks.

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Strategy and Audience at the Smithsonian Institution, Michael Edson / Forum One Communications Web Executive Seminar

  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. Web Executive Seminars<br />Thanks, Come Again: Audience- Centric User Experience<br />November 5, 2009National Press Club<br />Washington, DC<br />Learn more: www.forumone.com/hype<br />
  3. 3. 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 />
  4. 4. 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 />
  5. 5.
  6. 6. “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 />
  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 />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 />
  27. 27. Misunderstandings<br />Fixation on Web 2.0<br />and Social Media<br />
  28. 28. Misunderstandings<br />The Desktop Internet<br />2.5 Billionmobile subscribers<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.
  31. 31. 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 />
  32. 32. Why Make Strategy?<br />Reestablish relevance<br />Prioritize tactical opportunities<br />
  33. 33. Very important slide!<br />StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
  34. 34. Increase size of brain trust
  35. 35. Improve the odds for change
  36. 36. Improve odds for execution (public promises not easily forgotten)
  37. 37. Outside champions more likely to support “commons” goals than status-quo insiders
  38. 38. Walking the Talk vis-à-vis crowdsourcing and innovation model
  39. 39. “You get what you practice”</li></ul>Strategy<br />Execution<br />
  40. 40. StrategyProcess<br />The advantages of public, transparent, and fast<br /><ul><li>Faster than traditional committee-driven process
  41. 41. Increase size of brain trust
  42. 42. Improve the odds for change
  43. 43. Improve odds for execution (public promises not easily forgotten)
  44. 44. Outside champions more likely to support “commons” goals than status-quo insiders
  45. 45. Walking the Talk vis-à-vis crowdsourcing and innovation model
  46. 46. “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 />
  47. 47. Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
  48. 48. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
  49. 49. Smithsonian 2.0<br />
  50. 50. Smithsonian 2.0<br />
  51. 51. Process: Workshops to Wiki<br />http://smithsonian-webstrategy.wikispaces.com<br />
  52. 52. 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 />
  53. 53. Process: Workshops to Wiki<br />
  54. 54. Process: Workshops to Wiki<br />As participants are speaking, what they’re saying is being typed and saved on a public wiki<br />
  55. 55. Process: Workshops to Wiki<br />Post workshop, using the wiki to highlight themes and “action required”<br />
  56. 56. Process: Workshops to Wiki<br />
  57. 57. Process: Workshops to Wiki<br />External input, course corrections, validation<br />
  58. 58. Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
  59. 59. Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!” (more in extended slides on slideshare)<br />
  60. 60. YouTube: Voice Your Vision<br />Impromptu YouTube competition (done by volunteers)<br />http://www.youtube.com/watch?v=V-XNKDXiDW4<br />
  61. 61. 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 />
  62. 62. 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 />
  63. 63. 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 />This is a strategy that<br />does work – that performs a job<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 />
  64. 64. This is what strategy looks like<br />Which elements are user-focused?<br />I’ll highlight a couple (more on slideshare)<br />
  65. 65. 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 />
  66. 66. 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 />
  67. 67. 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 />
  68. 68. 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 />Michael Edson | @mpedson | slideshare.net/edsonm<br />
  69. 69. Web Executive Seminars<br />LEARN MORE:www.forumone.com/wes<br />

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