mmm deft5 nats
DESCRIPTION
TRANSCRIPT
CONSULTING
MMM:Designing for Transition
MACRO• a level of interdependence that has never before existed.
UK CONTEXT• Flatlining/Reducing/uncertain levels of public sector funding• Recession impacting on levels of private sector funding• Growing interest by funders public and private in financial and programmatic efficiencies
RESEARCH• Research by Foundations in the US is showing that nonprofit collaborations are
effective and often essential for achieving social outcomes.
MMM FINDINGS• Great deal of interest in exploring new forms of collaboration but few road maps and
overextension and undercapitalisation means lack of human and financial resources toexperiment and take risks
Why Collaboration?_____________________________________
CONSULTING
MMM:Designing for Transition
• Trust
• A high level vision
• an understanding of the present reality
• An ability to think about the larger reality of which we are part and where the prevailing forces are heading
• Courage to act without all the answers
• Recognition that building the capacity to collaborate is hard work and needs to be seen as such
Ingredients for successful collaborations
___________________________________
CONSULTING
MMM:Designing for Transition
• new ways of working that can free up capacity, enable cost savings and improvedelivery and experience of great artContext
• There is significant unrealised potential for arts and cultural organisations to leverage theirown talents and those of other organisations by working together. The challenges andopportunities of developing mergers, back office consolidations and joint ventures needs tobe further investigated. Activity outline
• Up to seven pilots will be identified from groups of organisations that are already consideringdeveloping collaborative working around service innovation and design or traditional backoffice shared services ideas. As identified in MMM’s final report these could either be aroundthe traditional back office functions of IT, finance, HR and joint procurement and purchasingor they could be mission focussed programmatic or public engagement themes.Outputs
• 7 case studies of groups of A&COs across the UK who have devised and delivered sharedservices; a self help manual for arts organisations explaining pros and cons of different kindsof collaborations; a guide for funders considering investing in this kind of capacity buildingsupport and a guide for technical assistance providers on how to work with A&CO’s oncollaborations.Outcomes
• The development of new networked approaches to back office functions and externally facingservice innovation and design.
MMM’s objectives__________________________________
CONSULTING
MMM:Designing for Transition
Deft’s purpose is to learn by doing, creating a platform for mutualproblem solving where individuals and organisations will work together tofind solutions that can be created and shared in ways that emphasise itscharacter as a common good, rather than as something to be owned.
Our ethos
__________________________________
CONSULTING
National Office of Statistics reports…
57% homeshave internetaccess -
c.85%connectionsbroadband
c.95%population havemobile phone
CONSULTING
Diminishing digital divide?
• Connectivity and kit– 87.6% UK homes have digital TVs– 300m smartphones in the world,– Nokia making an entry level handset,– Malawi building IT infrastructure for smartphones not
PC
• Convergence– In a few years time,mobile devices will hold 10TB data (10,000 GB)
CONSULTING
National Theatre: new models of bringingtogether art & audiences
“It's more enjoyable to be inthe swim than chasing thewave”.Nick Starr,Chief Exec.
“Technology is in the rightplace now. The softwaredesign is there, more andmore people havebroadband with movingpictures and delivery isfree.”
CONSULTING
“We-think”
“We-Think: the power of mass creativity is about what therise of the likes of Wikipedia and Youtube, Linux andCraigslist means for the way we organise ourselves, not justin digital businesses but in schools and hospitals, cities andmainstream corporations. My argument is that these newforms of mass, creative collaboration announce the arrivalof a society in which participation will be the key organisingidea rather than consumption and work. People want to beplayers not just spectators, part of the action,not on the sidelines.”
Charles Leadbeater, thinker and author.www.wethinkthebook.net
CONSULTING
Intentful customers
• “Make me move” - make me be there?
• Audience as co-programmer
– Eventful, thepoint,
CONSULTING
People want to do more than attend
• Personalise
• Participate
• Co-produce
• Create meaning
– Alan Brown’s latest research: WolfBrown
CONSULTING
Initiatives
• Creative Britain (DCMS)
• OfCom’s Public Service Broadcasting Review
• Channel 4’s 4IP
• Technology Strategy Board’s focus on CreativeIndustries
• SAC & ACE’s focus on partnering with the screenagencies and creative industries more widely
• Co-opetition:
– Festivals Edinburgh
– Edinburgh Portal Project Pilot
CONSULTING
“By equipping visitors with the means tocapture their own impressions and learningsfrom the museum to share with others, we
turn visitors into a global teaching force thatwill act as advocates for the museum for
generations to come.”Dr Nancy Proctor, Antenna Audio
CONSULTING
2005: 7 million visitors online
2007: 18m visitors online (180mpage views)
Average visit time on site: 20mins
Additional cost: £0.
Marketing/promotion: None.
“We didn’t do anything clever!”
5.5m visitors though the doors
CONSULTING
“We’ve lost controlof our content.”
A new attitude to “Cultural Provision”
Will Gompertz, Director of Tate Media (Previously Head of Communications):
CONSULTING
Change of business model
• Launched Tate MediaChannel in September ‘07– "It is important that
within the visual artslandscape Tate has anarts channel that getsour point across andworks very closely withartists and curators," hesays. "Now we can'thave that unless weown the content."
CONSULTING
Get clicking!
• www.missionmodelsmoney.org
• www.hannahrudman.com
• www.del.icio.us/hanrudman