getting $*it done: implementing your digital strategy (mcn2015)

Getting $hIT Done: Implementing Your Digital Strategy

SPONSORED BY THE DIGITAL STRATEGIES AND TRANSFORMATIONS SIG

November 6, 2015

Introductions

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Douglas HegleyDirector of Media and Technology

Minneapolis Institute of Art

John GordyChief of Digital Outreach

National Gallery of Art

Bill WeinsteinThe John H. McFadden and Lisa D. Kabnick

Director of Information and Interpretive Technologies

Philadelphia Museum of Art

Jane AlexanderChief Information Officer

Cleveland Museum of Art

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Digital Strategy

JG

Jean-Leon Gerome, The Carpet Merchant, c. 1887, Minneapolis Institute of Art , 70.40DH

Implementing Digital Strategy

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There can be only

one … strategy

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You Want Strategy?

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Strategic Plan

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Brand Initiative Goals

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Roadmap to Digital Excellence

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Infrastructure, Hardware, and

Systems

Legacy Platforms,

Siloed Data

Technology Skills Centered in

IT

Tightly Structured,

Less Participatory

Focused on Outcomes

Integrated Systems, Data

Driven Decisions

Digital Thinking, Digital Skills

Throughout the Institution

Collaborative, Agile, and

Adaptive

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"Art museums might have a lot to gain

by upping their digital game, according

to a new report.“ –NCAR

But we already knew that,

right?

DIGITAL STRATEGY ?

DIGITAL ROADMAP ?

DIGITAL INTEGRATION PLAN ?

What are we calling this?

STOP WORDSMITHING

Based on the mission of museum

• Give direction, energy and guidelines to move your organization forward.

• Succinct and unambiguous.

• Helps to allocate budgets and other resources,

• Explains its impact on other departments

• realities of your organization in the future.

• Gives direction to the people who will have to do the actual work of making digital engagement reality.

Digital Strategy Objectives

• activate the collection

• connect art and audience through active experience

• promote new scholarship

• support research

• facilitate internal and external collaboration

• drive attendance

• increase revenue

• streamline work

Yes, “digital strategy” = LRP strategies with tech medium

Basic Technology Guidelines

• set up and maintained according to industry best practices

• common platforms and “cores”

• minimize licenses / maximize open source

• data must be accessible– minimize manual steps & re-keying

– save money and effort

• digital assets must reusable and findable

• no “one off” projects

Digital Strategy Implementation

• focus on core data

• build sustainable, modular systems

– open-source & industry-standard software

– best practices

• architect with reuse/multi-use in mind

• no one-off projects

EVERYTHING in terms of the BIG PICTURE

“One does not ‘manage’ people. The task is to lead

people. And the goal is to make productive the

specific strengths and knowledge of every

individual.”

- Peter Drucker

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Character shall you

hire.

Skill train you may.

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Cool Blue

Do a select fewSeek funding & partners

(We wish we could do them all)Risk: Too many at once (saying yes to

everything)

Red Flag

Do only if necessaryStop! (or proceed with extreme

caution)

(We wish we could have none)Risk: Bogs down & exhausts resources

Green Light

Do these fastMake a prioritized list, get

moving

(We wish there were fewer)Risk: Resources pulled away from Cool Blue

Gray Fog

Do only if there are resources“Busy work” or dreamy

distractions

(We wish we had more time)Risk: People fall into this , esp. in times of

stress

High

High(Hard)

Low

Low(Easy)

Importance,

based on

STRATEGY

Difficulty, based

in Reality

(gasp!)

Making Decisions

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Questions?

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Overcoming Resistance

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Source of quote: http://www.forbes.com/sites/glennllopis/2012/11/05/5-most-effective-ways-to-sell-change/

Without strategy, change is merely substitution, not evolution- Glenn Llopis

Image source of quote: http://redequip.com.au/uploads/Redequip-Graph-1.jpg

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Adapted from: http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/

Change Management v. Change Leadership

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Tools and Procedures

Detailed plans

Minimize distractions

Limit impact

Small dedicated team

Incremental steps

Keep it under control

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Tools and Procedures Vision and Drive

Detailed plans Establish and share WHY

Minimize distractions Sense of urgency and importance

Limit impact Expect wide impact

Small dedicated team Involve everyone

Incremental steps Enable big leaps

Keep it under control … by the way, almost no one is good at this

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Communication is Key

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• Get in early.

• Meetings, meetings and more meetings.

• Manage up.

• Stop making things people don’t want.

Gallery One and ArtLens were the

first beneficiaries of the museum’s

digital strategy

CMA wanted the technology

implementation to be innovative,

intelligent and in-line with tech

industry best practices

Proof of Concept

• Gallery One & ArtLens = prototype– backend build-out

– data flow model

– automation

– interdepartmental team model

– vendor management model

– orient toward long-term planning

• Central Table– interoperability / integration

– application modularity

A FEW OF THE MANY…

• digital asset management

• archival repository

• open-source website

• mobile site

• dashboard

• central table

• integrated CCMS

All hardware can all be remotely

rebooted via LogMeIn

Questions?

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Getting Digital Initiatives Approved, Funded and Implemented

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Digital Initiatives Steering Committee

• CIO

• Deputy Director/Chief Curator

• Deputy Director/Advancement

• Director of Collections Management

• Director of Communications and Marketing

• Director of Education and Interpretation

• Director of Exhibitions and Publications

• Director of Library and Archives

• Director of Research and Evaluation

Digital Initiatives Review Process

• All projects have a Sponsor

(department-director level or higher)

• IMTS previews and guides

• Digital Initiatives Steering Committee

– big picture planning

– approval process

– review process

• Measurements of success are built in

MAKE PROCESS REALLY EASY

UMMMTHIS STILL MAYNEEDS SOME WORK

Technology Funding

• Plan for the unexpected / rapid change

• 3-year rolling technology budget

• Project funding preferences

– outside funding / grants

– FYxxxx budget assignment

– Digital Initiatives set-aside fund

Interactive Project Process

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• Curator, Interpretation, Education and IIT generate interpretive plan that identifies interactive technology needs.

• IIT and Interpretation begin preliminary design phase.

• IIT develops prototypes working with Interpretation and Visitor Services to test with museum visitors.

• Curator, education review prototypes and work to refine content.

• Curator, Interpretation, Education and IIT final review and approval.

Project Review Process

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• Quarterly review of all interactive projects; Director, Curator of Education, Director of IIT, Associate Director of Interactive Technologies, Assistant Director of Interpretation, Deputy Director for Collections and Programs.

• Weekly standing meeting; Curator of Education, Director of IIT, Assistant Director of Interpretation, Associate Director of Interactive Technologies.

Funding Projects

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• Special exhibition projects funded as part of overall exhibit budget.

• Development liaison.

• Funding menu of projects, staff and infrastructure needs.

Working with the Subject Experts

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All projects, large and small, go through the same process

‒ A brief project description and background

‒ How does this help us meet the mission of the museum?

‒ What are the Measurable Goals and Objectives

‒ Who will be working on this and what are their roles?

‒ Detail the estimated budget and schedule

‒ What are the potential risks affecting the projects success?

Agile Working Group

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Weekly standing meetings that address outstanding issues

‒ Chief of Finance

‒ Head of IT

‒ Technical Representative from Administration

‒ Chief of Media Production

‒ Chief of Imaging

‒ Chief of Digital Outreach

Executive Level Buy In

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Monthly Meetings with Executive Officers

‒ Chief of Finance

‒ Chief of Administration

‒ Deputy Director

‒ Dean of Center of Advanced Study for Visual Art

Monthly Agenda with Executive Officers

‒ Review of current projects (budget, scale, schedule)

‒ Review new project proposals

‒ Foresee potential projects on the horizon

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Cool digital initiative

Senior Administration

Potential Funders

Staff +

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Frankly …

• Gravitas- The “weight” of your experience + your network

- E.g., MCN

Maybe not quite like this:

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Frankly …

• Gravitas

• Passion- Do you believe in the initiative?

- Can you sell it, sincerely?

- Can you combine energy and eloquence?

“Working hard for something we

don’t care about is called stress.

Working hard for something we

love is called passion”.

- Simon Sinek

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Frankly …

• Gravitas

• Passion

• Partnership- With your Development staff

- With funders, where missions overlap

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Together: Unstoppable!

Questions?

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Measuring Success

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• Visitors use technology in the galleries

• They will spend time with it

• They read aloud and discuss as they do so

• Individuals and groups

Formal Evaluation

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• Use of tech does not detract from focus on the art

• When visitors left, descriptions of their visit were about the art,

and not about the technology.

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• People who used the technology spent more time in

the exhibit than those that did not use it (even after

subtracting the time spent using the technology)

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TRANSPARENCY

ANALYTICS

COLLECT

ANALYZE

SHARE

COLLECTS:

• Which game(s)?

• Time spent

• Repeat(s)

• Object(s) matched

• Share(s)

Questions?

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Keeping Strategy Up-to-Date

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EXPERIMENT

Each iteration try

something new…

BETA GALLERY…

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Hurdles

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Change is Hard

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• Listen to other staff.

• Modify our thinking based on overall institutional goals.

• Enable use of technology.

• Letting our infrastructure go.

Digital Strategy Truths

Everyone on the team has:

• mad skillz in one or more areas.

• great creativity.

• unique ways of looking at problems.

• unique experiences.

• dedication to the museum.

• passion for their work.

Thank you

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Questions?

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getting $*it done: implementing your digital strategy (mcn2015)

Leadership & Management