Carnegie Mellon University, Heinz College's research center "Technology in the Arts" revitalization project

1. Background
Technology in the Arts
Revitalization Planning Project
March 2013
Prepared by Sophia Ahn
Presented by Sophia Ahn & Dr. Brett Crawford
1

2. 0
Project Overview
Task Given
Work Frame
Process
Interview
Key questions
What do we need to do?
Findings
How do we do that?
Directions
4C
Review
Benchmarking
Cases
Conclusions
2

3. 1
What will be our new purpose?
Role & Responsibility
2
+
Strategies
What are the next steps?
3

4. 1
What will be our new purpose?
Role & Responsibility
2
+
Strategies
What are the next steps?
4

5. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
Key question (1) How is the situation different from the past?
Findings
Past
1
Main Partner (Sponsor)
Pennsylvania Arts Council
Distinct Market Demand
2
Needs for website development,
online applications
Core Product
3
Development area,
grant application software
Now
No partner
•
•
Client-base → Collaborator-base
Long-term cultivation
Change in demand & needs
•
•
Web 2.0 era (Social media, web application, folksonomy, etc.)
Different IT trends/issues (Clouding computing, Big data,
etc.)
Core service
•
•
Blog (Information provider)
Target? Concept? Benefit?
Deliberation upon understanding of critical environmental changes,
both internal and external, and planning in accordance with the
changes, realistically yet progressively are required.
5

6. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
Key question (2) What are the problems / issues TiTA is facing?
Findings
1
2
3
4
Ambiguous Identity
Operational challenges
Selective marketing
Lack of integration
Content is unfocused
since CAMT dissolved
Unsystematic framework/
structure
Transition left open-ended/
No marketing plan
Across the schools/
Managing students
• Arts & technology?
• Arts management &
technology?
• Federal work study –
R&R? Job description?
• Administrative staff?
• Advisors’ field &
potential collaboration?
• Branding – naming,
visual identity?
• External activity?
• What are valuable
assets?
• Sufficient utilization?
Direction should be set to achieve firm identity, solving issues under
given circumstances, and fully utilizing existing assets.
6

7. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Key question (3) What opportunities can TiTA locate in the market?
Findings
School-based
Arts & Technology intersection explorers
Universities with
Certificate/degree
programs
Independent
Spin-off / Subsidy
Institutes/Centers
under Schools
+
Arts management educational institutions
Canadian Association of
Arts Administration
Educators
European Network of
Cultural Administration Training
Centers
Community-based
CAAEA
Arts & Technology
Education program
Provider
General
Arts & Technology
Service / sources
provider
Association of
Arts Administration
Educators
China Arts Administration
Education Association
Professional
7

8. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Key question (3) What opportunities can TiTA locate in the market?
Findings
School-based
Arts & Technology intersection explorers
Universities with
Certificate/degree
programs
Independent
Spin-off / Subsidy
Institutes/Centers
under Schools
+
Arts management educational institutions
Canadian Association of
Arts Administration
Educators
European Network of
Cultural Administration Training
Centers
Community-based
CAAEA
Arts & Technology
Education program
Provider
General
Arts & Technology
Service / sources
provider
Association of
Arts Administration
Educators
China Arts Administration
Education Association
Professional
8

9. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Key question (3) What opportunities can TiTA locate in the market?
Findings
School-based
Arts & Technology intersection explorers

 Numerous and diverse entities
Universities with
Certificate/degree
programs
Technology in arts
Independent
Spin-off / Subsidy
Institutes/Centers
entail Schoolsarray
under wide
can
topics, and be interpreted in many ways
Community-based
 The form of activity & Technology
varies
Arts & Technology
Arts
Education program
Provider
Service / sources
provider
 No platform exists, that provides
integrated information
General
+
Arts management educational institutions
 Arts management field is growing
(More programs, more professionals)
Canadian Association of
Arts Administration
Educators
European Network of
Cultural Administration Training
Centers
CAAEA
 A few schools offer ‘technology in arts
management’ related courses
China Arts Administration
Association of
Arts Administration
Educators
Education Association
 CMU is the only school features
sub-bodies (Laboratory serves as students’
foothold for professional field)
Professional
Opportunity can be found by providing integrated information, and by
reinforcing its functions as a strong feature for MAM program.
9

10. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Key question (4) What can TiTA benchmark from similar entities both externally and internally?
Findings
External
Internal
(Online platforms
in arts and/or technology)
(CMU Research Centers)
Entertainment
Technology
Center
Center for
Economic
Development
Heinz Journal
Future Tenant
Initiative for
Digital
Entertainment
Analytics
Center for
Social
Innovation
Operational strategies can be adopted from best practices to motivate
students’ participation as well as to organize more strategically.
10

11. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Key question (5) What do our stakeholders want?
Findings
Quantative
Qualitative
―After a weekend at the Technology in the Arts
Conference—presented by the Center for Arts
Management and Technolgy in Pittsburg, PA,
October 9-12, 2008—where I learned about
innovations in technology that can impact both
organizational management and media arts
creation, my enthusiasm has been renewed.‖
ooo
11

12. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
New purpose & function of the center should,
Direction
1
Clarify scope and determine overarching direction
2
Carry out self-sustainable business model with consideration
of given conditions
3
Strengthen and deepen work force engagement
4
Seek diversification through expanding relationships inside the
university
5
Plan and implement internal & external communication
6
Continue to serve the arts management industry
12

13. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
The laboratory should and will position itself as a catalyst and innovator externally, in the arts
management field both academic and professional, and as a facilitator internally between the school
and the field.
Positioning
Functions
Mission
Past pioneer,
Innovator in arts
Facilitator within
management academia
Heinz/CMU
Conclusion
Now Catalyst
Practical
Academic
Art-oriented
CMU
Heinz
Business-oriented
MAM
Generalists
AMTLab
Practical
Academic
AMTLab
Specialists
Regional/National
International
Arts orgs
13

14. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
In order to achieve the mission and positioning, the lab will function mainly as information gateway
both online and offline, and contribute to the synthesis project by acting as an intermediary.
Positioning
Functions
Mission
Conclusion
Provide and share emerging trends
and/or issues regarding technology
in arts management in the forms of
weekly postings, research white papers,
interviews, podcasts, reviews, etc.
Coordinate and execute live engagements
such as workshops, guest speakers, conference
presentations and engagement in the field.
Information
Gateway
<On-line>
<Off-line>
Issues
Workshop
Dialogues
Guest Speakers
Reviews
Conference
Attendance
Synthesis
project
Intermediary
Provide a link between local and national organizations in
need of arts management technology consultancy potentially
remedied through Systems Synthesis projects.
14

15. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
The changes in functions can be summarized as shown below.
Positioning
Functions
Mission
Conclusion
As-Is vs. To-Be
1
2
3
̶ As-Is ̶
4
̶ To-Be ̶
Blog
Keep
Change
Remove
Continuing to post 2~3 blogs weekly
White paper
Keep
Change
Remove
Yearly ticketing survey and additional projects
Webinars
Keep
Change
Remove
interviews and videos of workshops
Podcast
Keep
Change
Remove
Enhance to a broadcasting series of weekly or monthly
professional interviews
Conference
Keep
Change
Remove
Present at technology and arts management conferences (no
longer host)
Job Postings
Keep
Change
Remove
-
Consulting
Keep
Change
Remove
Linking to synthesis projects
Software
Keep
Change
Remove
-
15

16. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Online platform will be updated in design to increase relevancy in the arts management field and allow
for effective and efficient use. It will contribute to the field by extending recognition of the myriad uses
of technology
Positioning
Functions
Mission
Conclusion
As-Is vs. To-Be
1
2
3
4
Intersection of Arts Management & Technology Laboratory
Information
Gateway
 Clear categorization
<On-line>
<Off-line>
Increasing
Relevancy
Issues
Workshop
Dialogues
Guest Speakers
Reviews
Conferences
 Distinct contents coverage
Improvement in
Quality
 Balance in internal & external
resources
Attribute keywords
Convenient Convergent
Practical
Fun
Inclusive
Diverse
Extending recognition on importance of technology
in arts management field
16

17. 1
Role &
Responsibility
What will be our new purpose? – Role & Responsibility
+
Strategies
Offline activities will be planned in advance, aiming to increase field engagement and student
involvement. Act as a marketing tool itself, enhancing the center’s brand image.
Positioning
Functions
Mission
Conclusion
As-Is vs. To-Be
1
2
3
4
AMT Lab’s live engagement
Information
Gateway
<On-line>
<Off-line>
Issues
Guest Speakers
Reviews
Increasing
Field engagement
Workshop
Dialogues
 Planned coordination &
organization
Conferences
 Collaboration with MAM
Increasing
Student involvement
 Active participation
Attribute keywords
Professional
Recognizable
Dynamic
Collaborative
Enhancing brand image
17

18. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
Labrotary will assist and support coordination of synthesis projects for MAM, particularly focusing on
discovering arts organizations with technological issues that would provide hands-on experiences for
students.
Positioning
Functions
Mission
Conclusion
As-Is vs. To-Be
1
2
3
4
AMT Lab & MAM Technology systems projects
Lab body
<On-line>
<Off-line>
Issues
Workshop
Dialogues
Guest Speakers
Reviews
Research
Increasing
Efficiency
Conferences
Arrangement
Increasing
Network
Synthesis
project
Intermediary
Potential outcome
Practicality
Foothold to build
further relationship
with arts
organizations
Management
Attribute keywords
Innovative
Professional
Practical
Supportive
Active
Improving and enlarging opportunities for students
18

19. 1
What will be our new purpose? – Role & Responsibility
Role &
Responsibility
+
Strategies
Example brand platform including new name, mission, target, impact and core values are as shown
below.
Positioning
Functions
Mission
Conclusion
Arts Management & Technology Laboratory
Name & Visual identity
Mission
Impact Statement
Values
Values
Values
Values
MISSION
The Arts Management and Technology Laboratory (AMTLab) serves
as an exchange, a catalyst for innovative ideas and a conduit for
knowledge circulating at the intersection of arts, management and
technology.
Impact: AMTLab provides current and future arts managers,
technologists, and researchers with existing best practices and
emerging technologies that allow for a direct impact on their work
and their organization. Through online and off-line engagement,
AMTLab is a resource that leads to innovative, effective and efficient
integration of technology in the cultural and creative enterprises.
Values
Knowledge | Dialogue | Innovation | Rigor | Creativity
Open mindedness | Curiosity | Relevancy | Practicality
19

20. 1
Role &
Responsibility
What will be our new purpose? – Strategy
+
Strategies
Model of operational structure to encourage interdisciplinary and rigor
Operational
Organizational Structure – Responsibility & Benefits
• The Advisory Committee from Heinz College and across
Advisory Committee
the campus
• Staff writers - for Course Credit
Executive
Director
Program
Director
Chief
Editor
Chief
Coordinator
• Research fellows serve as chief editor and coordinator
- Compensation : tuition support + $1,500 expense account
• Multiple tiers of writers
In-Class students + Professionals in the field
+ Faculty correspondents
Writers
20

21. 1
Role &
Responsibility
What will be our new purpose? – Strategy
+
Strategies
Operational
Time Schedule
Aug
Sep
Students
Class
registration
Oct
Nov
Dec
Jan
Poll to the readers
for needs in the
marketplace
Feb
Mar
Apr
May
June
2nd advisory
Committee
meeting
Advisory committee
meeting for
yearly plan /
Research agenda
decision making
Students landing in to
topics and plans
for the class
Layout the next year
research topics and
goals
21

22. 1
Role &
Responsibility
What will be our new purpose? – Strategy
+
Strategies
Exploring the best practices and emerging trends in arts management and technology
Content
Site Categorization
Intersections by AMT Lab
Issues Dialogue
Reviews
Bright&Shiny
Blog Postings
Contact Us
+
About Us
White Paper
Interviews
+
App
reviews
+
New ideas
Search →
Podcast
Software
reviews
+
+
Research Report
+
Open forum
Book
reviews
+
Fun seasonal
postings
+
Lighter topics
22

23. 1
Role &
Responsibility
What will be our new purpose? – Strategy
+
Strategies
Operational
3 years goals
’13-’14
’14-’15
’15-‘16
Number of in class
writers
6~8
8~10
10~12
Non-Heinz Students
1~2
1~2
1~2
Blog postings
2~3/week
3~4/week
4~5/week
White Papers
6~8/year
8~10/year
10~12/year
Podcast
1/month
1/month
1~2/month
Research Report
1
2
3
Guest
Correspondents
2~3/semester
2~3/semester
3~4/semester
23

24. 1
Role &
Responsibility
What will be our new purpose? – Strategy
Purpose
+
Strategies
Method
Marketing
7
Deeper engagement with
organizations and individuals
working in the field
6
1
Contribution to
MAM/Heinz/CMU’s image
5
Reaching out to pre-existing &
new audience
2
Quantitative & qualitative
improvement in
interviewees/content
4
Quantitative & qualitative
improvement in internal
recruitment
Increasing number of visitors
3
Increasing comments/re-tweets/
likes/replies/etc.
24

25. 1
Role &
Responsibility
What will be our new purpose? – Strategy
Purpose
+
Strategies
Method
Marketing
Maximize
Heinz College’s
Marketing platforms
Extend Reach
Through
Live Engagements
Market growth through existing channels on campus and
conference attendance/guest lecture and guest
correspondence series to increase awareness throughout the
field.
25

26. 1
What will be our new purpose? – Strategy
Purpose
Marketing
Through
Heinz mtkg
system
Method
Through
Live
engagement
26

27. 1
What will be our new purpose? – Strategy
Purpose
Marketing
Through
Heinz mtkg
system
Method
Through
Live
engagement
1
Partner with MAM
Guest Speaker
1X/year
2
3
Students and faculty
attend and present
at conferences
Guest
Correspondents,
Interviewees,
‘What’s on your
Phone’ series share
out to their networks
27

28. 1
What will be our new purpose?
Role & Responsibility
2
+
Strategies
What are the next steps?
28

29. What are the next steps? – Time Schedule
2 III
1/30
March
April
May
Summer
Discussion
Steering committee
and directors
Meeting I
Decision making on
• Purpose
• Functions
• Organization
• etc.
1
Contents
categorization
2
3
Internal direction
on branding
&
Branding order
in place
2nd year chiefs
planning for
each team
Branding project
over summer
4
Work manual
development
6
Site renovation
5
Recruiting
planning
29

30. 2
What are the next steps? – Tasks
1
Questions from the Committee?
2
Discuss /approve TiTA’s renaming and operational structure
3
Discuss rebrand: Logo (suggestions for probono approach),
Content, and labels
4
Level of engagement through the rebranding process each
Advisory Committee Member would like to take (nothing to writing
entries to working with Brett on the logo, etc.)
30

31. 3 III
Q&A
31

32. Background
End of document
32