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![“Of course, such systems [dashboards] raise a rather vexing challenge:
what, exactly, are the few key indicators you would need to watch to monitor
your success? It's this question that actually proves to be more effective
than the dashboard tool itself. To know what you should monitor, you need
to know what you're trying to do, and you also have to define what success
looks like (more people? happier people? more art? better reviews? prolific
artists?).”
Andrew Taylor, “Keeping an Eye on Dashboards”,
The Artful Manager Blog, October 20, 2006,.](https://image.slidesharecdn.com/towardsareputationeconomyv2-111212133743-phpapp01/75/Towards-a-Reputation-Economy-How-Openness-and-Transparency-Become-a-Central-Business-Strategy-for-Cultural-Heritage-28-2048.jpg)
Uploaded byRobert J. Stein
Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
This document discusses how openness and transparency can become a central business strategy for cultural heritage institutions. It argues that in today's reputation economy, where information is widely accessible online, the only way for institutions to influence public perception is to be transparent and share information openly. It provides examples of how the Indianapolis Museum of Art has embraced transparency through tools like dashboards and benchmarking to improve performance and accountability. The document advocates for continuous improvement through collaboration and sharing best practices.
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Towards a Reputation Economy: How Openness and Transparency Become a Central Business Strategy for Cultural Heritage
- 1. How Openness and Transparency Become a TOWARDS A Central Business Strategy for Cultural Heritage REPUTATION ECONOMY Robert Stein Deputy Director for Research, Technology, and Engagement
- 2. WHAT IS A REPUTATION ECONOMY? Flickr Credit ~rednuht
- 3. THE REPUTATION ECONOMY But here's the interesting paradox: The reputation economy creates an incentive to be more open, not less. Since Internet commentary is inescapable, the only way to influence it is to be part of it. Being transparent, opening up, posting interesting material frequently and often is the only way to amass positive links to yourself and thus to directly influence your Googleable reputation. Putting out more evasion or PR puffery won't work, because people will either ignore it and not link to it - or worse, pick the spin apart and enshrine those criticisms high on your Google list of life. Clive Thompson, “The See-Through CEO” WIRED Magazine - Issue 15.04, March, 2007 Flickr Credit ~rednuht
- 4.
- 5. 2011 Forbes ReputationSurvey 70% 60% 50% 40% Purchasing 30% Advocacy 20% 10% 0% Perception of Product Perception of Company Source http://www.forbes.com/2011/06/08/reputation-economy-stupid.html WHAT DRIVES PURCHASING DECISIONS?
- 6. 79% of HR professionalsuse online reputation in their hiring process Source: Microsoft – 2010, http://bit.ly/cPsOXX Flickr Credit ~ helenasicily
- 7. THE REPUTATION ECONOMY EXISTS Drivenby: - Rise in access to information - Rise in public awareness to that fact - Rise in a culture of participation Flickr Credit ~altus
- 8. REPUTATION AND CULTURAL HERITAGE Flickr Credit ~adforce1
- 9. REPUTATION AND CULTURAL HERITAGE Attendance is DISCRETIONARY and NOT prescriptive of LONG-TERM success Flickr Credit ~adforce1
- 10. REPUTATION AND CULTURAL HERITAGE Funding is increasingly SCARCE and driven by SOCIAL IMPACT Flickr Credit ~adforce1
- 11. REPUTATION AND CULTURAL HERITAGE Philanthropy is fueled by RELATIONSHIP and PAST PERFORMANCE Flickr Credit ~adforce1
- 12. REPUTATION AND CULTURAL HERITAGE There is no outside world anymore, just a world. one that is blogged, Facebooked, Twittered, and utterly porous. The extent to which we can control our image is directly proportionate to our honesty about ups and downs in a context that we can to some degree define -Maxwell L. Anderson Flickr Credit ~adforce1
- 13.
- 14. THE REPUTATION ECONOMY ANDSOCIAL CAPITAL
- 15. THE REPUTATION ECONOMY ANDSOCIAL CAPITAL Whereas physical capital refers to physical objects and human capital refers to the properties of individuals, social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them. In that sense social capital is closely related to what some have called “civic virtue.” The difference is that social capital calls attention to the fact that civic virtue is most powerful when embedded in a sense network of reciprocal social relations. A society of many virtuous but isolated individuals is not necessarily rich in social capital. Robert Putnam, Bowling Alone, 2000
- 16. IS OUR SOCIALCAPITAL BANKRUPT ALREADY?
- 17. REPUTATION HAS MANY FACETS PUBLIC PROFESSIONAL FUNDERS Flickr Credit ~swamibu
- 18. Strategies of… TRANSPARENCY COLLABORATION SHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT
- 19. WHAT IS TRANSPARENCY? Trans-par-en-cy: “The full accurate and timely disclosure of information” -Wall Street Words http://www.dictionary.com Flickr Credit: ~marcomagrini
- 20. kalexanderson/ transparency IF YOU CAN’TAVOID IT… EMBRACE IT!
- 21. Some facts INDIANAPOLIS THE About the IMA MUSEUM OF ART 127 YEARS 152 ACRES 300 STAFF
- 22. Enrich Permanent THE INDIANAPOLIS Collection MUSEUM OF ART 54,000 OBJECTS 428,000 VISITORS 1M WEB VISITORS
- 23.
- 24. “The Indianapolis Museumof Art might be the web-smartest museum in America, and its blog is one of my favorite daily reads” – Tyler Green, Modern Art Notes
- 25. IMA DASHBOARD Launch: Sept 2007 Goals: Simplicity Deep Dives Workflow Flexibility
- 27.
- 28. “Of course, suchsystems [dashboards] raise a rather vexing challenge: what, exactly, are the few key indicators you would need to watch to monitor your success? It's this question that actually proves to be more effective than the dashboard tool itself. To know what you should monitor, you need to know what you're trying to do, and you also have to define what success looks like (more people? happier people? more art? better reviews? prolific artists?).” Andrew Taylor, “Keeping an Eye on Dashboards”, The Artful Manager Blog, October 20, 2006,.
- 29. “The root ofthe problem is that there is no longer an agreed-upon method of measuring achievement… While many challenges beset art museum leaders today, finding a way to measure performance is accordingly among the field’s most urgent… Without generally accepted metrics, arts organizations will have more and more trouble making a case for themselves.” Maxwell L. Anderson, “Metrics of Success in Art Museums”, Getty Leadership Institute (2004),.
- 30. RESULTS FOR THE IMA GOOD PRESS WELL RECEIVED BY PEERS CLARIFYING GOALS INSPIRED OTHERS
- 34. OVERCOMING FEAR COMPARE AND DESPAIR
- 35. OVERCOMING FEAR ACTUAL FAILURE Flickr Credit ~sziszo
- 36. WHY FAILING PUBLICLYIS GOOD HIGHLIGHTS SUCCESS DISPELLS ASSUMPTION OF SPIN DOCUMENTS A NEED FOR CHANGE Flickr Credit: ~carowallis1
- 37. BENCHMARKING “Thus, benchmarking has many direct and indirect benefits: increasing the impact of mission-related activities, raising internal standards, improving performance, attracting more funding, uncovering (and fixing) hidden weaknesses, and overall, improving the public face of the organization.” Jason Saul Benchmarking for nonprofits Fieldstone Alliance, 2004, pg 12
- 38.
- 40. IMA’S DIRTY LITTLESECRET THE DASHBOARD IS FOR STAFF
- 41. HOW CAN MUSEUMS PURSUEEXCELLENCE? Flickr Credit ~adforce1
- 42.
- 43. Kaizen KAI = change or to correct ZEN = good KAIZEN = a system of continuous improvement
- 44.
- 45. Strategies of… TRANSPARENCY COLLABORATION SHARING Lead to… SOCIAL CAPITAL AUTHORITY CONTINUOUS IMPROVEMENT
- 46. AUTHORITATIVE VS AUTHORITARIAN HOW DO YOU ESTABLISH AUTHORITY
- 47.
- 48. Julia’s Kitchen at AMERICANMUSEUM OF NATURAL HISTORY Flickr Credit ~kevharb
- 50. Cultural Heritage & COMPETITIVEADVANTAGE Flickr Credit ~jasoneppink
- 51. Visitor Inclusion IMA’S offenseto Bruce, but who doesn’t want • No STRATEGIES FOR this? COLLABORATION source ~victoriapeckham
- 52. Steve.Museum Exploring Applications of Social Tagging for Museums Founded in 2005 2006 Institute for Museum and Library Services (IMLS) National Leadership Research Grant 2008 IMLS NLG Steve In Action 2008 IMLS NLG Research Grant T3: Text, Tags, Trust Open Source software supporting tagging in museums
- 53. 33 Partners • MoMA •National Gallery of Art, USA • Metropolitan Museum of Art • Museo Nacional del Prado • Van Gogh Museum • Museum Boijmans Van Beuningen
- 54.
- 55. Museums • Balboa ParkOnline Collaborative • National Air and Space Museum • Dallas Museum of Art • The Smithsonian • The Eiteljorg Museum of Native Vendors American and Western Art • AdLib Systems • Indianapolis Museum of Art • GuideByCell • The Metropolitan Museum of Art • Imagineear • Minnesota Historical Society • MyTours • Museum of Contemporary Art, • NOUS Guides San Diego • Tristan Systems • Museum of Fine Arts, Boston
- 56.
- 57. Gemeente Museum Den Haag
- 58. Crystal Bridges Museum of American Art
- 59.
- 60. RESULTS FOR THE IMA $3.2M GRANTS SINCE 2006 $1.2M CONSULTING SINCE 2009 +89% WEB TRAFFIC SINCE 2008 EXCEEDS EXHIBITION REVENUE BY > 50% IN FY12
- 61. DECLINING SOCIAL CAPITAL? Putnam suggests in Bowling Alone that the individualizing nature of technology is at least partially reponsible for an observed decline in social capital. I DISAGREE
- 62. CULTURAL HERITAGE NEEDS THEREPUTATION ECONOMY
- 63.
Editor's Notes
- #4 But here's the interesting paradox: The reputation economy creates an incentive to be more open, not less. Since Internet commentary is inescapable, the only way to influence it is to be part of it. Being transparent, opening up, posting interesting material frequently and often is the only way to amass positive links to yourself and thus to directly influence your Googleable reputation.Putting out more evasion or PR puffery won't work, because people will either ignore it and not link to it - or worse, pick the spin apart and enshrine those criticisms high on your Google list of life.Clive Thompson, “The See-Through CEO”WIRED Magazine - Issue 15.04, March, 2007
- #5 If a demand exists – businesses will create enough supply to satisfy that demandBusinesses that optimize that production will win
- #6 If a demand exists – businesses will create enough supply to satisfy that demandBusinesses that optimize that production will win
- #8 Driven byRise in access to informationRise in public awareness to that factRise in participatory culture and Rating
- #15 This is an image from the occupy wall street movement in NYC… demonstrates an evidence that social capital related to corporations is bankrupt.
- #17 This is an image from the occupy wall street movement in NYC… demonstrates an evidence that social capital related to corporations is bankrupt.Is social capital related to cultural heritage bankrupt already? I don’t think that it is… but it’s a worthwhile question to ask what would happen if it ever became that way.
- #24 LOCATION – FLY-OVER STATELIMITATIONS OF COLLECTIONLIMITATIONS OF BUDGET
- #37 Highlight successesDispells assumption of PRDocuments a need for changeThe key is to know that they happened!!!(lead in to situational awareness)
- #48 Recognized for introducing French Cuisine to the American PublicAuthor of Mastering the Art of French CookingWell-Known Host of Cooking shows and among the 50th greatest TV Stars of all time
- #51 Museums loose nothing by giving away knowledgeBuilding solutions that work for you in a way that can be repurposed is long-term thinkingCollaboration (is a pain in the butt) but leads to better ideas – solving more problems than you would have on your own.