2016 practical approaches to digital strategy planning - aam

Practical Approaches to Digital Strategy Planning

Amanda Thompson Rundahl, Saint Louis Art MuseumJanet Asaro, Anchorage MuseumLiza Lorenz, Ford's Theatre SocietyChad Weinard, Balboa Park Online CollaborativeDouglas Hegley, Minneapolis Institute of Art

Thursday May 26, 2016 245pm Walter E. Washington Convention Center

Panelists:

Moderator:

Welcome and Session OverviewDouglas Hegley

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@dhegley

Note:These slides will be postedhttp://www.slideshare.net/dhegley

#AAM2016#musetech

http://www.slideshare.net/dhegley

Context

@dhegley

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Context

External factorsDigital transformationCustomer expectations

Current ecosystemContent production = digitalContent sharing = digital

MuseumsRealPhysical spaceSpecial

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Strategy

Why

What

How

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ProsAdvantages 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

ConsPotential 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

Avoiding the Pitfalls

Will depend on

The organizationThe peopleThe quality of the planThe flexibility necessary to maintain relevanceThe communicationThe ongoing utilization

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Digital Strategy in the Museum & Cultural Heritage Sector

Chad Weinard

Douglas--Happy to help with any of the broad conversations--only if it's useful. I know you suggested that in one of our calls, but I didn't follow up. [email protected]

Today: Practical Approaches

Knowledge

Actionable steps

Tools you can use

Collaboration is powerful

So ask away!

@dhegley

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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 …

Saint Louis Art Museum: Overview

Encyclopedic Art Museum

Staff Size: 272

Annual Budget: $32 million

Annual Visitors: 500,000

@AmandaTRundahl and @stlartmuseum

Anchorage Museum OverviewFOCUS: 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

Ford’s Theatre: Overview

Historic Site / Working Theatre / Museum

Staff Size: ~50

Annual Budget: $13 million

Annual Visitors: 650,000

@Liza_Lorenz & @fordstheatre

Consultant, Balboa Park Online Collaborative

Chad Weinard @caw_

Nonprofit technology + strategy consultancy for museums

Services

Client profiles

Strategy engagements

Frameworks

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Saint Louis Art Museum: Why

Key commitment of 2015-2019 Strategic Plan

1. Art2. Experience3. Community

4. Digital Strategy5. Financial Sustainability


Saint Louis Art Museum: When and HowTimeline 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 ResourcesMay 2016: Phase 1 Implementation underway


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


Saint Louis Art Museum: Keeping it AliveShared visionThe 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.


Anchorage Museum ProcessGOALS: 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

Anchorage Museum Lessons LearnedCollaboration 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

Anchorage Museum Keeping It AliveProject 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

Anchorage Museum Keeping It AliveRESOURCES

Digital Engagement In Culture, Heritage & the Arts by Jim Richardson & Jasper Visser (Creative Commons)

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


Ford’s Theatre: When and How

Timeline:Long-Range Plan Approval: June 2014Digital 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 ConsultantImplementation: Realignment/Hiring of Staff; Cross-

departmental Teams; Embedding Skills


Ford’s Theatre: Lessons Learned

Collaborate (early and often)Establish a process for getting the

work doneHold yourselves accountableFind comfort in sharing controlFocus on the audience


Ford’s Theatre: Keep It Alive

Long-Term Digital ValuesSustainabilityBe CompellingMission-CriticalMomentum BuildingMeasurablePeople Centric



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_


How?

Where you are, where you want to be, and how to get there

Framework with tools customized for each partner:

Vision Matrixstaff interviewsworkshopspresentations

Chad Weinard @caw_


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_


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_

Let’s Talk

I’ve got some questions ...

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?

How do you fit this in with what you already do?

For example:

Building capacity v. chasing shiny projectsIterative approachesIntegrated Thinking (after all, it ain’t just digital)

What would you do differently?

Other questions?

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Thank you

2016 practical approaches to digital strategy planning - aam

Technology