2016 Practical Approaches to Digital Strategy Planning - AAM
•Download as PPTX, PDF•
2 likes•2,923 views
Slide deck from AAM Annual Meeting session on May 26, 2016. Session description: It seems every organization talks about digital strategy, but what does it mean, and how do you do it? In this session, three mid-sized museums, each in a different stage of digital planning, share how they’re getting things done. Panelists represent a cross-section of museums (art, history, science) and departments (education, communications, marketing, digital/IT), providing multiple points of view on how to work together to achieve a common goal. We’ll discuss institutional politics, practical constraints and the exciting possibilities that make this work both daunting and energizing. You will gain practical knowledge, a set of achievable next steps, and inspiration to make digital strategy happen for your museum. Presenters: Amanda Thompson Rundahl, Saint Louis Art Museum; Janet Asaro, Anchorage Museum; Chad Weinard, Balboa Park Online Collaborative; Liza Lorenz, Ford's Theatre Society. Moderator: Douglas Hegley, Minneapolis Institute of Art
Recommended
More Related Content
What's hot
What's hot (20)
Similar to 2016 Practical Approaches to Digital Strategy Planning - AAM
Similar to 2016 Practical Approaches to Digital Strategy Planning - AAM (20)
More from The Metropolitan Museum of Art
More from The Metropolitan Museum of Art (20)
Recently uploaded
Recently uploaded (20)
2016 Practical Approaches to Digital Strategy Planning - AAM
- 1. Practical Approaches to Digital Strategy Planning Amanda Thompson Rundahl, Saint Louis Art Museum Janet Asaro, Anchorage Museum Liza Lorenz, Ford's Theatre Society Chad Weinard, Balboa Park Online Collaborative Douglas Hegley, Minneapolis Institute of Art Thursday May 26, 2016 245pm Walter E. Washington Convention Center Panelists: Moderator:
- 2. Welcome and Session Overview Douglas Hegley Image Source: http://www.seointl.net/wp-content/uploads/2015/04/Digital-Social-Media-Marketing-Workshops-2015-Dubai-UAE-1024x682.png @dhegley Note: These slides will be posted http://www.slideshare.net/dhegley #AAM2016 #musetech
- 3. Context @dhegley Image Source: http://www.theworldcafe.com/wp-content/uploads/2015/07/content.jpg
- 4. Context External factors Digital transformation Customer expectations Current ecosystem Content production = digital Content sharing = digital Museums Real Physical space Special @dhegley Image Source: http://static1.squarespace.com/static/55674664e4b0f830b9a512d0/556777c0e4b098634e632280/556777c1e4b098634e632644/1432844385982/Context.jpg
- 7. Pros Advantages and Opportunities Digital Strategy ● Emphasizes the transformative power of digital ● Aligns digital efforts ● Provides clarity & transparency ● Ensures relevancy & effectiveness ● Enables long-term success of digital ● Recognizes digital as a speciality area ○ Dynamic, still “young” ● Frames decisions re: digital ● Is a teaching tool across the org ● Helps manage expectations
- 8. Cons Potential Pitfalls Digital Strategy might ● Add unnecessary complexity ● Confirm that digital is separate, in a silo ○ Someone else’s job ● Confrm digital as “extra”, “not core to mission” ● Read as self-justifying, or even defensive ● Focus too much on tech, leaving people out ● Sound really, really expensive ● Imply that digital is only a series of projects
- 9. Avoiding the Pitfalls Will depend on The organization The people The quality of the plan The flexibility necessary to maintain relevance The communication The ongoing utilization
- 10. @dhegley Gallery One, Cleveland Museum of Art Image Source: http://mmex.dk/sites/default/files/ClevelandMuseumofArt3.jpg Digital Strategy in the Museum & Cultural Heritage Sector
- 11. Today: Practical Approaches Knowledge Actionable steps Tools you can use Collaboration is powerful So ask away! @dhegley Image Source: https://www.everbrave.ca/wp-content/uploads/2014/06/victor-2.png
- 12. Introductions Amanda Thompson Rundahl, Saint Louis Art Museum Janet Asaro, Anchorage Museum Liza Lorenz, Ford's Theatre Society Chad Weinard, Balboa Park Online Collaborative Douglas, please stop talking now …
- 13. Saint Louis Art Museum: Overview Encyclopedic Art Museum Staff Size: 272 Annual Budget: $32 million Annual Visitors: 500,000 @AmandaTRundahl and @stlartmuseum
- 14. Anchorage Museum Overview FOCUS: Art, History and Science of Alaska and Circumpolar North MISSION: Connect people, expand perspectives and encourage global dialogue about the North and its distinct environment STAFF: Museum 70+ MPR Staff 3 IT Staff 2 ANNUAL BUDGET: $11M
- 15. Ford’s Theatre: Overview Historic Site / Working Theatre / Museum Staff Size: ~50 Annual Budget: $13 million Annual Visitors: 650,000 @Liza_Lorenz & @fordstheatre
- 16. Consultant, Balboa Park Online Collaborative Chad Weinard @caw_ Nonprofit technology + strategy consultancy for museums Services Client profiles Strategy engagements Frameworks
- 17. Image Source: https://smartpandalabs.com/wp- content/uploads/2016/03/EnterpriseDigitalStrategy21.jpg
- 18. Saint Louis Art Museum: Why Key commitment of 2015-2019 Strategic Plan 1. Art 2. Experience 3. Community 4. Digital Strategy 5. Financial Sustainability @AmandaTRundahl and @stlartmuseum
- 19. Saint Louis Art Museum: When and How Timeline and Process August 2014: Strategic Plan adopted & Digital Strategy Implementation Team and DS Board Task Force established with Director as executive sponsor/liaison May 2015: Kick off with Balboa Park Online Collaborative February 2016: Board approval of Assumptions and Recommendations April 2016: Board approval of Resources May 2016: Phase 1 Implementation underway @AmandaTRundahl and @stlartmuseum
- 20. Saint Louis Art Museum: Lessons Learned Build accountabilities into your process to keep things moving Shared frameworks and vocabulary, customized to your context help foster buy in and legitimacy with stakeholders Digital Strategy is a process, not a document @AmandaTRundahl and @stlartmuseum
- 21. Saint Louis Art Museum: Keeping it Alive Shared vision The Museum’s Digital Strategy will ensure that it has the technology infrastructure, staff knowledge and capacity, deployable content, and tools to leverage the Museum’s collection and programming to engage, educate and enable its audiences through onsite and remotely accessible digital resources. @AmandaTRundahl and @stlartmuseum
- 22. Anchorage Museum Process GOALS: Connect locally/globally, encourage dialogue, complement visitor experience, digital throughout, empower employees PURPOSE: Share content and expand perspectives on North (2015 Strategic Plan) APPROACH: Non-linear, digital work group, research/best practices, try and adjust Silent Disco
- 23. Anchorage Museum Lessons Learned Collaboration is key (IT, MPR, Curatorial) Support from the top Keep perspective - don’t let the tail wag the dog Good communication and program strategy still applies (social is the wave, not the water) Telepresence Robot meets Museum Hack
- 24. Anchorage Museum Keeping It Alive Project Team Approach (dept head not necessarily the project lead) Build capacity Accountability built into strategic plan (reasurement/reporting) Try and Adjust (celebrate success/learn from failure) The Living Room
- 25. Anchorage Museum Keeping It Alive RESOURCES Digital Engagement In Culture, Heritage & the Arts by Jim Richardson & Jasper Visser (Creative Commons)
- 26. Ford’s Theatre: Why To Help Us Achieve Our Long- Range Plan Goals: Bring Lincoln’s legacy to life for the 21st-century learner Offer an on-site experience that stimulates hearts/minds Strengthen influence and reputation Strengthen organizational capacity @Liza_Lorenz & @fordstheatre
- 27. Ford’s Theatre: When and How Timeline: Long-Range Plan Approval: June 2014 Digital Strategy Creation/Approval: Sept. 2014-June 2015 Implementation: 10 Initiatives = Now to 2020 (3-5 Years) Process: Strategy Creation: Board Committee; Cross-departmental Team; External Consultant Implementation: Realignment/Hiring of Staff; Cross- departmental Teams; Embedding Skills @Liza_Lorenz & @fordstheatre
- 28. Ford’s Theatre: Lessons Learned Collaborate (early and often) Establish a process for getting the work done Hold yourselves accountable Find comfort in sharing control Focus on the audience @Liza_Lorenz & @fordstheatre
- 29. Ford’s Theatre: Keep It Alive Long-Term Digital Values Sustainability Be Compelling Mission-Critical Momentum Building Measurable People Centric @Liza_Lorenz & @fordstheatre
- 30. Consultant, Balboa Park Online Collaborative Why? Great digital projects need great digital organizations Digital has changed… ...how we do our work ...our audiences Digital strategy prepares you for accelerating change Chad Weinard @caw_
- 31. Consultant, Balboa Park Online Collaborative How? Where you are, where you want to be, and how to get there Framework with tools customized for each partner: Vision Matrix staff interviews workshops presentations Chad Weinard @caw_
- 32. Consultant, Balboa Park Online Collaborative Lessons Learned Build capacity Quick wins Walk the walk: use digital strategy as a lab for your future organization Find your change agents Chad Weinard @caw_
- 33. Consultant, Balboa Park Online Collaborative Sustaining transformation Our job is to work ourselves out of a job Empower champions with a new mindset Embed a story of transformation Future Focus (electricity strategy) Chad Weinard @caw_
- 34. Let’s Talk
- 35. I’ve got some questions ...
- 36. Who does what? Should museums take this on using internal resources? Does a museum need a consultant? Why? Who are the stakeholders and how do you involve them?
- 37. How do you fit this in with what you already do? For example: Building capacity v. chasing shiny projects Iterative approaches Integrated Thinking (after all, it ain’t just digital)
- 38. What would you do differently?
- 39. Other questions? Image Source: http://cdn.c.photoshelter.com/img-get2/I0000tKjH5rZhWXc/fit=1000x750/Washington-Monument-winter-afternoon.jpg
- 40. Thank you
Editor's Notes
- Good afternoon and welcome to the “Practical Approaches to Digital Strategy Planning” session at AAM 2016. We’ve got four great panelists from four distinctive organizations, each ready to share with you their very recent, real experience and practical advice when it comes to digital strategy.
- Before we get to our panelists - and I promise we’ll devote the vast majority of our time today to learn from their stories - I’m going to take just a few moments to set some context.
- We live in a world that has been transformed by ever-more-ubiquitous digital technology. This causes our audiences - customers - to have a set of expectations for content access, convenient transactions, and personalized service. This set of expectations holds even in the very special physical spaces that our museums provide, in the presence of real things that are imbued with history, creativity and/or rarity - things that are both valuable and meaningful.
- I think it would be very hard to find a museum that had NO STRATEGY at all. We all have our mission statements, which should answer the Why question. Most have a vision statement too - which is about our aspirations. The strategic plan is a tool that converts the Why into the What and How - it provides direction and a road map (or action plan) for the organization to follow, together (that’s called alignment).
- Given that your organization has a purpose and capital-S Strategy, then what about a so-called digital strategy? Is that something we need? If so, why?
- A digital strategy, when done well, offers the following advantages to any organization.
- For we technologists in the museum and cultural heritage sector, working on digital strategy has been a bit of balancing act. I think we often find ourselves contorting into prescribed positions as we do our best to deliver great experiences and great organizational effectiveness using technology tools. But we are making progress!
- Today you are going to hear about four different but related efforts to embrace digital strategy within a cultural heritage context. You will gain practical and applicable knowledge. Our hope is that we will help you take some effective tools back to your own organizations and use them help move digital forward. Think of us as collaborative partners - we are not here to lecture, please make sure to let us know when you’ve got questions or need clarification.
- Okay, that’s enough from me! Let’s turn to our panelists. I’m going ask each to introduce themselves and their organizations to you, before we start digging into their recent (and ongoing) digital strategy efforts.
- About Me: Background in journalism/communications and the arts. At Ford’s, oversaw website/video/social media/e-marketing for six years; Previously oversaw digital marketing and development of podcast/blog/social media content at Shakespeare Theatre Company.
- DH: Now let’s turn our attention to how each of these professionals and their organizations have conceptualized and implemented strategies recently.
- Created 10 initiatives to reach these goals, focusing on everything from our customer relationship management database to social media and public WiFi.
- We engaged the board because we knew these initiatives would require significant investment and fundraising. We engaged an external consultant because we needed more extensive knowledge of the digital landscape to know where we needed to go. Our board also needed an outside voice to reinforce the issues raised by the staff. Once we had the digital strategy in placement, we hired a new associate director of digital strategy and realigned education staff to focus on digital resources. We went from one person focused on digital (our website manager) to three people primarily focused on digital. We also continued our use of cross-departmental teams. We have a digital projects council that meets monthly to look at the ongoing status of projects. We also have cross-departmental project teams for each initiative. Finally, we have begun formal and informal teaching to embed digital skill sets throughout the institution.
- Collaboration leads to joint ownership; A Digital Services Manual will provide a blueprint to staff new to digital - it explains how to break a project into pieces, like an alpha and beta test, so that the work doesn’t seem overwhemling and also discusses how to establish metrics/what to measure; We’ve established KPIs for each initiative and a regular check in to look at them. Embedding digital across the institution can feel messy - and joint ownership means you have to make peace with sharing control. When in doubt, go back to your audience needs/research.
- In addition to 10 specific initiatives, our digital strategy purposely included “digital values” and broader goals to ensure we could stay nimble. The previously mentioned cross-departmental digital projects team considers and discusses new initiatives that might be out of the scope of the original strategic plan but will still help us to achieve our broader goals/match our values.
- I’d like to reach out to the attendees now - what’s on your minds this afternoon? What’s got you thinking?
- Douglas: I’ve got some questions I’d like to ask of the panelists.
- As we draw near the close of this session, I’d like to ask each of our panelists to give us a brief summary, reflecting on what’s been discussed today or even on anything they feel might have been left out. Let’s start with ...
- Thank you so much for your time and attention this afternoon. Please join me in a round of applause for our panelists.