digital strategy & the arts: a reflection on "like, link, share"
TRANSCRIPT
Douglas HegleyDirector of Media & Technology
Minneapolis Institute of [email protected]
@dhegley
http://www.slideshare.net/dhegley
Museum Digital Strategy
Reflections on “Like, Link, Share”
January 8, 2015
Reference: http://likelinkshare.org/
A meaningful report, and a great starting point
Yes, I work in a museum
“… [a] gift to each child in the world be a sense of wonder so indestructible that it would last throughout life … ”
– Rachel Carson
Psychology? This digital strategy needs some serious
analysis.
Minneapolis Institute of Arts
• 1883: Minneapolis Society of Fine Arts• Jan 7, 1915: Museum opens its doors• ~ 600k visitors per year• Free admission (except Special Exhibitions)• 90,000 works of art• Spanning 5000 years
Technology at MIA
• 1990s: The Era of New Toys– Creation of “Interactive Media Group”– Interactive Learning Stations
– Just make it work
• 2000s• 2010s
Technology at MIA
• 1990s: The Era of New Toys
• 2000s: Sharing What We Know– www.artsmia.org– www.artsconnected.com
– Stamp of authority
• 2010s
Technology at MIA
• 1990s: The Era of New Toys• 2000s: Sharing What We Know
• 2010s: New Strategic Direction– Engaging and interactive, audience-centered– Content separated from technology– Omni-channel integration– Every single process
• Technology = Strategic
– Central (not peripheral)
– Essential (not preferable)– Vital to the sustainability of the organization
Like, Link, Share page 6: “Digital Reach”
Communications
Finance
Security
Operations
Etc.
Like, Link, Share page 7: “Overall strategy is the basis for digital strategy.”
Like, Link, Share page 3: “Taking full advantage of digital opportunities requires organizations to … tailor the development of digital capabilities to their individual programming.”
Proactive adaptationv.
“Prediction is very difficult, especially if it’s about the future” – Neils Bohr
Like, Link, Share page 7: “… strategy is not fixed. Strategy changes as conditions change.”
But, where to begin?
It starts, and ends, with PEOPLEIt starts, and ends, with PEOPLE
Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.”
Then: Partake
The Audience
Like, Link, Share page 5: “Organizations whose physical structures have been described as shrines and refuges are becoming platforms for participation and creation.”
Now: Take Part
The Audience
Like, Link, Share page 23: “ …the tyranny of the purchase funnel.”
PARTICIPANTS
Surface swimming
Snorkeling
Scuba diving
Wading
PARTICIPANTS
Surface swimming
Snorkeling
Scuba diving
Wading
The majority of our audiences do not come to us with deep prior knowledge – nor is it their goal to achieve that depth.
In order to engage as many of them as we can, it is our responsibility to deliver content that meets multiple and varied needs.
PARTICIPANTS
Surface swimming
Snorkeling
Scuba diving
Wading
INFORMATION
Invite, welcome
Inspire, delight
Inform, Teach
PARTICIPANTS
Surface swimming
Snorkeling
Scuba diving
Wading
INFORMATION
Invite, welcome
Inspire, delight
Inform, Teach
This is not, and never will be, “dumbing things down”. Instead, this is opening as many doors as possible, and meeting our audiences where they are, with respect and enthusiasm.
Like, Link, Share page 21: “Digital disrupts the linear story and subverts authority.”
We have a paradox!We have a paradox!
Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010)Museums rank as the most-trusted institutions in the world (AAM 2001, IMLS 2010)
IMHO: Because the FOUNDATION is built on scholarshipIMHO: Because the FOUNDATION is built on scholarship
BUTBUT
Engagement is accomplished through delightful storiesEngagement is accomplished through delightful stories
ANDAND
Audiences want a voiceAudiences want a voice
Our challenge is to figure this one out!Our challenge is to figure this one out!
Like, Link, Share page 14-15: “Shake Up the Org Chart”
Like, Link, Share page 12: “Managers say they’ve looked for curious generalists, not specialists, when hiring ...”
To repeat: It starts, and ends, with PEOPLE
This is particularly true with HIRING STAFF
Skills are pre-requisites
“Culture eats strategy for breakfast”
– attributed to Peter Drucker
Like, Link, Share page 1: “… ‘fail fast’ experiments … testing new ideas … help inform stronger long-term capabilities”
“I don’t believe in failing often. I believe in building [minimum viable] products that will test hypotheses” – Koven Smith, Director of Digital Adaptation, Blanton Museum of Art (MCN 2014, Dallas)
So, does EVERYTHING have to change?
Like, Link, Share page 13: “Spend less on print display advertising”
Source: LaPlacaCohen “CultureTrack 2014”
Well, that’s easy! The Ideal Characteristicsof a Museum Technology Leader:
Like, Link, Share page 15: “Chief Digital Officer positions are increasingly common”
Other Resources
Where to learn more:
www.mcn.edu
Museum Computer Network
2015 Conference is in Minneapolis (November)
www.museumsandtheweb.com/
2015 Conference is in Chicago (April)
http://www.nmc.org/nmc-horizon/
Horizon reports from the New Media Consortium
… and, of course, your colleagues!
There is tremendous power in collaboration
To the general public, we are all just branches of the same corporation
Thank you!
Questions?
@dhegley
These slides available at:
http://www.slideshare.net/dhegley