digital transformation at tate (mcn conference, montréal, november 2013)

John Stack @stacker

Through embracing digital activity and skills across the organisation, Tate’s ambition is to use digital platforms and channels to create and nurture the most engaged arts community enjoying the richest, deepest arts content found anywhere and to maximise the associated revenue opportunities.

Through embracing digital activity and skills across the organisation, Tate’s ambition is to use digital platforms and channels to create and nurture the most engaged arts community enjoying the richest, deepest arts content found anywhere and to maximise the associated revenue opportunities.

Digital transformation

1. Embed and enable digital practice across Tate

2. Operationalise digital disruption

Establishing digital culture at Tate

centralised ➜ decentralised (but centrally co-ordinated)

an add-on ➜ embedded in all activity

siloed ➜ networked

digital skills the exception ➜ digital skills the norm and within blended roles

product mindset ➜ impact mindset

few voices ➜ many voices

channel for broadcast ➜ platform for interaction

Establishing a digital culture

Phase 1: Reshape and reposition the digital department

Centralised model

Hub-and-spoke model

Digital

Dept

Dept

Dept

Dept

Dept

Dept

Hub-and-spoke model !

Hub !Holistic digital experience overview Digital roadmap coordination Guidelines and policies coordination Quality assurance Editorial coordination Production and design Audience insight (with Sabine D) Legislation compliance Technology (with IT) Training (with IT and HR)

Spokes !Content authoring Content maintenance Community management Specialist digital activity

Shared !Strategy (centralised and decentralised) Governance

Phase 2: Digital transformation project

1. Governance and decision making

2. Production and editorial processes !

3. Roles, responsibilities and skills !

4. Policies, guidelines and training

5. Insight driven approach