inspiring people connecting people · 2017-01-24 · digital strategy public digest – november...

DigitalStrategyPublicDigest–November2016

OliverVicars-Harris

Connect ing Cu l ture

w w w . o - v - h . n e t

InspiringPeopleConnectingPeople

DocumentHistoryv1.0–FirstDraft,19/10/15

v2.0–SecondDraft,22/11/15

v.3.0–ThirdDraft,22/2/16

v.3.1–Trusteesapproval,1/3/16

v.4.0–PublicDigest,29/11/16

NationalPortraitGalleryDigitalStrategyDigest November2016 Page2of16

Contents

1 Introduction..........................................................................................................3

1.1 Background..................................................................................................................3

1.2 Objectives....................................................................................................................3

1.3 Approach.....................................................................................................................4

2 ExecutiveSummary...............................................................................................5

3 HorizonScan........................................................................................................10

4 DigitalAims.........................................................................................................11

4.1 Access........................................................................................................................11

4.2 Understanding...........................................................................................................11

4.3 Sustainability..............................................................................................................12

5 DigitalPrinciples..................................................................................................13

5.1 Contentdevelopment................................................................................................13

5.2 Productdevelopment................................................................................................14

6 Projects................................................................................................................15

6.1 Access........................................................................................................................15

6.2 Understanding...........................................................................................................15

6.3 Sustainability..............................................................................................................15


1 Introduction

Whatdoesitmeantobeapublicfacingorganisationinthedigitalage,orshouldwenowbethinking‘post-digital’?Howareaudienceexpectationscontinuingtochange?Howcanwerespondinawaythatmeetsthechallengesoftheevolvinglandscapeandexploitstheopportunitiespresentedbydigitaltodeliverourmission?

AspartofitsInspiringPeopleproject,theNationalPortraitGallery(NPG)isconfrontingthesequestionsinitsfirstformalDigitalStrategy.

1.1 Background

TheNationalPortraitGalleryisabouttoembarkonsignificantfutureplanning,mappingoutitsapproachforthenexttenyearsandneedsasounddigitalstrategytounderpinthis.

Theambitionistoopenupaccesstoitsremarkablecollectionofportraitsandtransformitsappealtothewidestpossibleaudience.Itwilltakeacreativeandinclusiveapproachtosharingitscollectionandexpertiseaswidelyaspossiblethroughdigitalcontentandpublicationsaswellasnationalandinternationalcollaborations.

Throughallofthis,andwithpeopleatitsheart,theGallerywillhaveanewreachandrelevanceandbefittoreflectBritainonaworldstage.

1.2 Objectives

TheDigitalStrategyprovidesastrategicframeworkfordigitaldevelopmentbetweennowand2020,althoughitisnotanticipatedthatalloftheambitionssetoutwillhavebeenachievedbythen.Itoffersasetofdirectionsratherthanadetailedroadmaptodevelopmentoverthenextfiveyears.Anysuchmapcouldonlybemisleading,sincesuccessdependsonbeingabletorespondtothefast-changingdigitalandculturallandscape.

TheemphasisisonhowtheGallerycommunicatesanddeliversservicestoitsaudience,ratherthanhowitusesdigitaltosupportitsbackofhouseoperations.Thefocusisondigitaldevelopmentprinciples,ratherthantheinformationsystemsandtechnologythatunderpindelivery.ThisStrategyneedstobealignedwithanITstrategyalongsideothersaroundContent,Digitisation,InterpretationandAudienceEngagement.Itisdesignedtoinformnotreplacetheneedfordeeperdigitalthinkingaspartofthestrategiesdrawnupbyindividualdepartments,forexamplearoundonlinetradingoronlinelearning.

GiventheopportunitiesfordigitallearningandthesignificantproposedinvestmentinanewLearningCentre,itisrecommendedthattheseparateDigitalLearningStrategybedeveloped.Thiswouldenableanin-depthreviewandplanforthefutureuseofdigitaltoolsforlearningandparticipationattheGallery.ItwouldsitwithintheoverallprinciplesofthisStrategyandprovideanoutlineoftheprinciplesandproposedcontentforanewdigitallearningofferforspecificaudiences.

Perhapsmostimportantly,theprinciplesoftheDigitalStrategyneedtoformpartoftheoverallOrganisationalStrategyandoneoftheobjectivesfor2020isthatthetwoshouldbewoventogether.


1.3 Approach

TheStrategysetsouthowtheGallery’sphysicalanddigitalvisionshouldbeintertwinedandhowthisfeedsintothedigitalbrandproposition.Ittakesahorizonscanofthedigitalandculturallandscapeandtheopportunitiesthispresents.ItassessesthecurrentpositionintermsoftheGallery’sdigitaloffer,togetherwithbenchmarkingtheGalleryalongsideitspeers.Veryimportantly,itlooksattheculturechangeneededtodeliverontheStrategy.

Followingonfromthis,theStrategysetsoutsomekeyAimsandPrinciplesarounddigitalcontentandproductdevelopment.Itlooksattheneedsofthedifferentaudiences,investigatingappropriateplatformsfordelivery.Itthenidentifiessomepotentialprojects,placingemphasisonfindingabalancebetweenquickwinsandmajordevelopments,andsetsoutamethodologyforprioritisinginvestment.Itpresentssomeguidelinesforeffectiveimplementation,togetherwiththeinfrastructurerequiredtosupportthis.

Lastly,ittacklesthecriticalissueofsustainabilitybyexaminingpotentialmodelsforsupportingnecessaryinvestmentintheStrategy,andlooksatbusinessintelligenceintermsofessentialprocessesformeasuringandlearningfromdigitaldevelopment.

ThisPublicDigestversionoftheDigitalStrategyhasbeenshortenedforpublicationbutcontainsthecentralsectionsaswellasallthekeyrecommendations.

RECOMMENDATION

TheGalleryshouldalignthisStrategywiththoseinotherareasandaimtoensurethattheDigitalStrategybecomesanintegralpartoftheoverallOrganisationalStrategy.


2 ExecutiveSummary

ThisStrategyrepresentstheNationalPortraitGallery’scommitmenttodevelopingitsdigitalofferasakeycomponentofitsoverallambitionsmovingforward.Inthefutureitisexpectedthat‘digital’willbecomeanintrinsicpartofwhattheGallerydoesandthatthisthinkingwillbeinterwovenintotheoverallstrategyfortheorganisation.

Digitalhasmaturedtotheextentthatitis‘everywhere’andafundamentalconduittoconnectwithaudiences.TheGallery’sdigitalvisionflowsfromitsoverallvisionanddirectlysupportsitsstrategicobjectives.Itsonlinepresenceoffersanimportantopportunitytoflexthebrandinanopenandplayfulwaytoemphasisethefocuson‘people’.

AlthoughtheGalleryhasachievedalotwithalittletodate,thepaceofchangearounddigitalmeansthatiturgentlyneedstoinvestinordertokeepinstepwithitspeersandsatisfyaudienceexpectations.Italsoneedstomakefirmdecisionsonsomeexistingdigitalproductsandservicesinwhichtoceaseinvestment.

Oneofthebiggestchallengesinachievingthenecessary‘digitaltransformation’isthatofculturechangewithintheorganisation.Thereareanumberofstickingpointswhichneedtoberesolvedinareassuchasrelaxingcontroloverpublishinginformation,takingamoreopenapproachtocontentsharingandofferingmultiplevoices.Digitalalsoneedstobebetterpositionedwithstrongeradvocacyintermsofambitionandattitudetorisk.

ThisStrategysetsoutsomecleardigitalaimsinlinewiththeInspiringPeopleaimsoftransformingAccess,UnderstandingandSustainabilityandsomerobustprinciplesfordigitalcontentandproducts.Theseneedtobecloselyadheredtoinordertotakeamorestrategicapproachtodevelopmentonappropriatedeliveryplatforms,informedbyorganisationalratherthanindividualinterestandambition.

AlongwithservingthetraditionalGalleryaudience,digitalpresentsauniqueopportunitytoreachthemuchlargerproportionofpublicwhomaynevervisit.Thereiscurrentlyasignificantgapinintelligenceaboutthenon-visitingaudienceappetitefordigitalculturalcontentandaneedtoexperimentwithnewwaysofconnectingpeopletoit.

TheGalleryhasamultitudeofambitionsintermsofprojectsbutneedstodeveloptheseintoastrategicportfoliospanningitsaimsandincludingamixtureofquickwinsalongsidemoremajordevelopments.Some‘bigideas’resonatingwiththeoverallvisionwillhelptoinformprojectemphasisandinvestmentneedstobeprioritisedthroughaclearbalanceofefforttorewardinrelationtoaims,audienceandincome.

Moreprofessionalandflexibleprocessesforprojectplanningandmanagementneedtobeputinplacewithamorerobustinfrastructuretounderpinthem.Alongsideuser-centreddesign,arigorouscultureofanalysisisessentialtoinformacontinuousdevelopmentpracticebasedongenuinedigitalproductandaudienceinsight.

Soundtechnicalchoicesneedtobemadealongwithbuildingeffectivesupplierrelationships.Strongleadershipisrequiredasaremoreappropriateskilledresourcesintermsofstaffing.TheGalleryneedstobuilddigitalcapacitywithinthecentralteamalongsidecompetencyacrossthewiderworkforce.

TheGallerycurrentlyhasnoannualbudgetfordigitaldevelopmentandthisclearlyneedstochangeifitistodeliveronitsdigitalambitions.Aswellasmakingprovisionforongoingrevenuefundingarounddigital,theGalleryneedstobeentrepreneurialinitsapproachtoraisingcapitalfunding.Veryimportantly,itneedstothinklaterallyintermsofdevelopingtherightpartnershipstoattractfutureinvestment,bothwithinandbeyondthesector.


ThisisasummaryoftheindividualrecommendationssetoutinboldthroughoutthefullStrategyIntroduction

1. TheGalleryshouldalignthisStrategywiththoseinotherareasandaimtoensurethattheDigitalStrategybecomesanintegralpartoftheoverallOrganisationalStrategy.

Vision

2. TheGalleryshouldreviewitsDigitalVisionregularlyinlinewithitsoverallVisionandmeasureprogressinrelationitsDigitalStrategicObjectives.

3. Itshouldseedigitalasanopportunitytoextendandflexitsbrandtoemphasisethefocuson‘people’asthepointofconnectionbetweenitsportraitsanditsaudience.

Horizonscan

4. TheGalleryneedstocontinuetoscanthedigitalandmuseologicalhorizonandcapitaliseoncurrentopportunitiesandemergingonesmovingforward.

CurrentPosition

5. TheGalleryshouldcommissionanindependentexternalauditofitsdigitalproductsandservicesevery4-5yearstoassesswhethertheyremainfitforpurpose.

6. Itshouldcontinuetoinvestinthedigitalproductsandservicesthatare‘workingwell’,stopinvestinginthoseidentifiedas‘ceaseinvestment’andprioritiseinsteadthosethat‘needdevelopment’.

OrganisationalCulture

7. TheGalleryneedstoimplementaculturechangeintermsofhowdigitalisperceivedandwhereresponsibilityfordigitalcontentdevelopmentsitswithintheorganisation.

8. Itneedstodevolveresponsibilityforcreatingdigitalcontentacrosstheorganisation,whileputtingarangeofclearDigitalContentGuidelinesinplace.

9. Itshouldmaintainanopenapproachtopromotinguseofitscontentinothercontextsbeyonditsownwebsites,considerpublishinghigherresolutionimagesonlineandkeepitsCreativeCommonslicenseunderreview.

10. Itshouldadopta‘sharedauthority’approachtopresentingmultipleperspectivesarounditscollections,includingthoseoftheaudience.

11. Itneedstobeboldandentrepreneurialinitsdigitalambitionsinordertopresentanattractivepropositionforfundingandpartnerships.


12. Itneedstoseizeondigitalasanopportunitytoexperimentbyencouragingprojectsdesignedtotestnewideasandbeadaptedinresponsetoaudiencereaction.

DigitalAims

13. TheGalleryshouldreviewitsDigitalAimsaroundAccess,UnderstandingandSustainabilityonanannualbasisandreferencethemaskeycriteriaforinvestment.

DigitalPrinciples

14. TheGalleryneedstoensurethatitsDigitalContentandProductPrinciplesarereferredtoandadheredtoforallfuturedigitaldevelopments.

Audience

15. TheGalleryneedstodevelopgreaterunderstandingoftheneedsofitsdifferentaudiencesandsetsomeclearprioritiesintermsofdigitalaudiencedevelopment.

16. Itshouldconsiderplacingparticularemphasisonusingitsdigitalpresencetoconnectwithnewandmorediverseaudiences,lesswellservedbythephysicalgallery.

DeliveryPlatforms

17. TheGalleryshouldmakemoreuseofpassivedigitaldisplaystoprovideinformationinthebuilding,togetherwithinteractivekioskstoprovidein-galleryinterpretation.

18. ItshouldrepurposethePortraitExplorerinthelongertermandreplaceitwithonsiteaccesstotheOnlineCollectionsareaoftheredesignedwebsite.

19. ItshouldconsiderissuingVSAswithtabletdevicestoprovideabridgetoin-galleryinterpretation.

20. ItshouldlookforopportunitiestodevelopitsAudio-visualGuideintoamoresophisticatedmulti-platformsolution.

21. Itshouldcontinuetotrialsolutionsforin-gallerydigitalcontentdeliveredthroughpeople’sowndevices.

22. Itshouldprioritiseinvestmentinredesignofitsmainwebsiteandaimtomakethisthecoredeliverysystemforallonlinecontent.

23. Itshouldceaseinvestmentinmicrositestodeliverprogrammecontentunlesstheyhaveaspecificshort-termstrategicpartnershipobjectiveoraudiencefocus.

24. Itshouldactivelyseektodeliveritscontentthrougharangeofotherthirdpartyonlinechannelsandplatforms.


25. Itshoulddevelopitssocialmediastrategy,respondingtothisfast-changingarrayofchannelsforreachingaudienceswhilecontinuallyassessingtheireffectiveness.

26. Itshouldmakebetteruseofsocialmediaembeddedintothemainwebsiteanduseittogivethesitemorecurrency.

27. Itshouldbewaryofinvestinginthedevelopmentofcommercialmobileapps,unlessaspartofacontentlicensingpartnership.

28. Itshouldcontinuetolookforlowcostwaysofrepurposingitscontentintofreeappstoaddvaluearoundthegalleryvisit.

29. Itshouldconsidercarefullywhichplatformsaremostfitforpurposeintermsofdigitalservicedelivery.

30. Itshouldcarryoutfurtherperiodiconlinesurveystogaugeevolvingaudienceappetiteinrelationtodigitalservicedevelopmentacrosstherangeofplatforms.

Projects

31. TheGalleryshouldestablishanongoingdevelopmentprogrammeofdigitalprojects,ensuringagoodmixbetweenquickwinsandmoremajordevelopments.

32. Theseprojectsshouldsitbeneatha‘bigidea’inrelationtoeachoftheAimsofAccess,UnderstandingandSustainability.

33. TheGalleryshouldusethe‘projectinvestmentbalance’asfirststagefilterfordeterminingtheefforttorewardratiofordigitaldevelopment.

34. AllnewprojectsshouldbesubmittedthroughaformalProjectProposalprocessandassessedbytheDigitalStrategyGroup.

Implementation

35. TheGalleryshouldensuredigitalprojectsareplannedproperlyandthataProjectInitiationDocumentissignedoffbytheDigitalStrategyGroup.

36. AllprojectsshouldhavearesponsibleProjectManagerandSteeringGroup(formorecomplexones)withtheHeadofDigitalProgrammesoverseeingtheroster.

37. Theappropriateprojectmanagementmethodologyshouldbeusedinrelationtothenatureoftheprojectindevelopment.

Infrastructure

38. TheGalleryshouldpositiondigitalleadershipasacriticalandmorevisiblecomponentofthedirectorateandconsiderintroducinganewDirectorofDigitalrole.


39. ItneedstoputmoreadequatedigitalstaffingprovisioninplaceandtakestepstorationalisethefocusoftheDigitalProgrammesTeam.

40. Itneedstomakeacleardistinctionbetweenrevenuefunded‘digitalprogramme’staffingandcapitalfunded‘digitalproject’staffing.

41. ItshoulddeveloptechnicalcapacitywithintheDigitalProgrammesTeamanddigitalcompetencyacrossthegalleryworkforce.

42. itmustensurerobusttechnicalchoicesunderpinthisStrategythroughanITStrategywithattentiontosoundprinciplesforanopenapproachtodeliveringcontent.

43. ItshouldpayparticularattentiontosystemsintegrationtoenableeffectiveCustomerRelationshipManagement.

44. Itshouldbalancethenecessityofcultivatingsustainedcoresystemsupplierrelationshipswiththeneedtobringfreshinspirationthroughnewpartnerships.

Insight

45. TheGalleryshouldtakeclearstepstogatherthenecessaryongoingintelligencearoundbreadthanddepthofengagementwithitsdigitaloffer.

46. Itshouldputa‘digitaldashboard’inplaceforongoingmonitoringtogetherwithproducinganannualreporton‘digitalperformance’.

47. Itshouldcontinuetobenchmarkitselfagainstotherorganisationsanddevelopitsaudiencesegmentationandresearch.

48. ItshoulddevelopasetofDigitalKeyPerformanceIndicatorsreviewedonanannualbasisbytheDigitalStrategyGroup.

49. Itshouldensurethattheintelligencegatheredisusedtoinformongoingdigitaldevelopmentaswellascontinuousdevelopmentpracticefortheorganisationoverall.

Investment

50. TheGalleryneedstoring-fenceanannualrevenuebudgetfordigitalalongsidea‘DigitalChallengeFund’toenableittotakeadvantageofnewopportunities.

51. TheGalleryneedstobeentrepreneurialinitsapproachtopackagingprojectstoattractcapitalfunding.

52. TheGalleryneedstothinklaterallyindevelopingtherightpartnershipstoattractinvestment,bothwithinandbeyondthesector.


3 HorizonScan

TheNationalPortraitGallery’sDigitalStrategyissetwithinthecontextofanevolvinglandscape,intermsofboththemuseumworldanddigitaluniverseitnowfindsitselfoperatingwithin.Abilitytonavigatethislandscapeiskeytounlockingfutureopportunity.

ThisviewofthelandscapepresentstenclearopportunitiesfortheNPG:

1. Thedigitalappetiteforcultureisgrowingrapidlyandthereisanopportunitytoreachtargetaudienceswhomaynevercometothephysicalgallery.

2. DigitalofferstoolsforengagingwiththeGallery’saudiencesinwaysthatgofarbeyondwhatcanbedeliveredthroughthephysicalprogramme.

3. Digitalpresentsagenuineopportunitytoinvolvetheaudienceinquestionstheyarepassionateaboutandharnesstheirinputintoextendingknowledgeandawareness.

4. TheGallery’sworksondisplaypresentanopportunityforbecoming‘digitaldevices’intheirownrightwhichpeoplecaninteractwithbothonandoffsite.

5. Thein-galleryaudienceisbecomingincreasinglydigitallyadeptandequippedwiththeirownsophisticateddevicesforengaging,contributingandsharingcontent.

6. ComplementaryaudienceappetiteforthedigitalandthephysicalmeansthetwocanbedevelopedintandembytheGallerywithavirtuouscirclebetweenthetwooffers.

7. AsanownerofqualitycontenttheGalleryhasincreasingopportunitiestoraiserevenuebyrepackagingitsintellectualproperlyacrossarangeofpublishingandbroadcastcontexts.

8. DigitalpresentstheGallerywithopportunitiesfordevelopingarangeofpowerfulnewpartnershipsandsponsorships,bothintermsoftechnologyandcontent.

9. ThedatageneratedthroughdigitalinteractionhaspotentialtorevolutionisethewayinwhichtheGallerydesignsitsservicesandpromotesitself.

10. ThemovetowardsbecomingamoredigitallyadeptorganisationhaspotentialtoenableashakeupofthestatusquointheGalleryanddevelopnewwaysofworking.

RECOMMENDATION

TheGalleryneedstocontinuetoscanthedigitalandmuseologicalhorizonandcapitaliseoncurrentopportunitiesandemergingonesmovingforward.


4 DigitalAims

TheNationalPortraitGalleryhasthreecleartransformationalaimsintermsofitsfuturestrategytoberealisedthroughtheInspiringPeopleprojectandthesetranslatedirectlyintoitsdigitalaims:

• Access–toenableuseofitscollectionsandrelatedcontent

• Understanding–toencourageparticipationandengagement

• Sustainability–toensurerevenuestreamstosupportitsactivities

4.1 AccessDigitalwillsupporttheGalleryintransformingaccesstoitsCollectionsasfollows:

• IncreasingthebreadthanddepthoftheonlineCollectionscatalogue

• Improvingtheabilitytobrowseandsearchthecatalogue

• ImprovingthediscoverabilityoftheCollectionsthroughsocialmedia,SEO,etc.

• ExtendingtherangeandwaysofviewingdigitalimagesoftheCollections

• Promotingtheabilitytocross-referenceworksinthecatalogue

• Presentingmultiplelevelsofinterpretationwithinthecatalogue

• Presentingtheoutputsofongoingresearchprojects

• PromotingtheCollectionsthroughotherportals

• Promotinglinkstoworksinothercollections

• ProvidingagatewaytothephysicalCollectionsinthegallery

• Promotingnationalandinternationalprogrammesbeyondthegallery

4.2 UnderstandingDigitalwillsupporttheGalleryintransformingengagementwithitsaudiencesasfollows:

• Promotingthegalleryprogrammeinaclearandappealingwayonsiteandonline

• Offeringgalleryguidesonsiteandonlinetoinformthevisitorexperience

• Providingin-galleryinteractivesinrelationtoindividualdisplays

• Developingnarrative-basedroutesintothecollectionsandportraiture

• ImplementingandevaluatingtrialinterpretiveinitiativesfortheCollections

• Drawingonthecollectionstoencouragecontemplationaroundindividualidentity


• Offeringavarietyofdigitalactivitiesforchildrenandfamilies

• Offeringdigitalengagementplatformsforyoungpeople

• Providingarangeofdigitallearningresourcesforschoolsandcolleges

• Providingaplatformfordistributionofaudioandvideocontent

• Providingspeciallytailoredcontentdesignedtoincreaseaccesstotargetaudiences

• Showcasingeventstopromoteandcomplementliveactivityinthegallery

• Showcasingprojectstoencourageandreflectparticipation

• Developingdigitalcontenttocomplementnationalprogrammeinitiatives

4.3 SustainabilityDigitalwillsupporttheGalleryintransformingsustainabilitythroughhelpingtoraiserevenueasfollows:

• PromotingtheGallerytomembersandfollowers

• Presentinganappealingprospectforsupportandinvolvement

• Encouraginggeneralandspecificonlinedonations

• Providingsimpleregistration/paymentprocessesforpublicartcompetitions

• Providingeffectivebookingandticketingforexhibitionsandevents

• Promotingtheonsitecateringofferwithabilitytobookonline

• Promotingopportunitiesforvenuehire,filmingandloans

• Promotingthesaleofaprofitablerangeofmerchandisethroughtheonlineshop

• Offeringsimpleprint-on-demandservicesbothonsiteandonline

• Providinganeffectiveonlinemechanismforimagelicensing

• Exploitingopportunitiestorepurposecontentthroughdigitalpublishing

• Assessingappropriateopportunitiesfordevelopingdigitalproducts

• Cross-promotingthevariouselementsofthecommercialofferonline

• Buildingcustomerintelligencebygatheringdataacrossarangeofsystems

RECOMMENDATION

TheGalleryshouldreviewitsdigitalAimsaroundAccess,UnderstandingandSustainabilityonanannualbasisandreferencethemasoneofthekeycriteriaforinvestment.


5 DigitalPrinciples

TheNationalPortraitGalleryhasaclearsetofcontentandproductdevelopmentprinciples1.

5.1 Contentdevelopment

TheGallery’sdigitalcontentwillbedevelopeddrawingonthefollowingsetofprinciples:

• Audience-focussed,ratherthanmirroringtheorganisation

• Differentroutesinappropriatetoarangeofaudiences

• Accessibletoitstargetaudience

• Personalisedpresentationbasedonaudienceinterest

• Collectionatthecoreofthewebsiteexperience

• Accurateandauthoritativeintermsofscholarlyresearch

• Playfulandfunintermsofmodesofengagement

• Presentingmultipleperspectives,includingthoseoftheaudience

• Involvingtheaudiencethroughtoolsforcreationandcontribution

• Multilingualkeyprioritycontentareastoreachinternationalaudiences

• Interactiveratherthanpassivemodesofengagement

• Cross-promotionofcontentacrossthewebsite

• Contentdistributedacrossmultipleplatforms

• Contentredistributionthroughpartnerships

• Openlicensingfornon-commercialusebythepublic

1‘Product’inthiscontextreferstoadistinctdigitaldevelopment,ratherthanacommercialproduct.


5.2 Productdevelopment

TheGallery’sdigitalproductswillbedevelopedunderthefollowingsetofprinciples:

• User-centredandinsight-driven

• Welldesignedandarchitected

• Iterativedevelopmentthroughprototypingandtesting

• Startsimpleandscaleprogressivelythroughcontinuousdeployment

• Accessibleconformingtostandardsofbestpractice

• Responsiveormobile-firstbydesign

• Platformsappropriatetoaudienceandobjectives

• Technicallyrobustintermsofunderlyingsystems

• Seamlessuserexperienceacrossdifferentsystems

• Wellintegratedanddatabasedriven

• Openandsharableintermsofsoftwareanddatastandards

• Sustainableandscalableintermsoffuturedevelopment

RECOMMENDATION

TheGalleryneedstoensurethatitsDigitalContentandProductPrinciplesarereferredtoandadheredtoforallfuturedigitaldevelopments.


6 Projects

TheNationalPortraitGalleryhasidentifiedanumberofpotentialprojectssetoutinanappendixtotheStrategyasexamplesofthekindsofinitiativesneededtodeliveronitsthreeAims:Access,Understanding,Sustainability.

Thesefallintotwodifferentdevelopmentcategories:

• Majordevelopments–requiringlargeinvestmenttodeliversignificantresults

• Quickwins–whichcanbedeliveredforminimumefforttomaximumeffect

EachoftheAimsisheadlinedbya‘Bigidea’intermsofwhattheGallery’sfuturedigitaloffersetsouttoachieve.

6.1 Access

BIGIDEA:ThePortraitPortal

TheGallerywillbecomethedestinationforBritishportraiture,revealingtheinspiringpeoplewithinandbeyonditscollections…

6.2 Understanding

BIGIDEA:ThePeoplePortal

TheGallerywillbecomethego-toplaceforexploringpersonalidentity,connectingpeoplethroughlinksbetweenthesittersinourCollectionsandouraudience…

6.3 Sustainability

BIGIDEA:TheCustomerPortal

TheGallerywilldevelopadeepconnectionwithitssupportersandcustomers,followingtheirjourneythroughmultiplemotivationalandtransactionaltouchpoints…

RECOMMENDATION

TheGalleryshouldestablishanongoingdevelopmentprogrammeofdigitalprojects,ensuringagoodmixbetweenquickwinsandmoremajordevelopments.Theseshouldsitbeneatha‘bigidea’inrelationtoeachoftheAims:Access,Understanding,Sustainability.


Acknowledgments

Authorship

ThisStrategyhasbeenputtogetherbyOliverVicars-Harris,anindependentconsultantspecialisinginhelpingculturalorganisationsconnectwiththeiraudience.Hehasabackgroundindigital,havingchampionedmanydigitisationandonlineinitiatives,andhasplayedakeypartinanumberofmajormuseumtransformationprojects.Hehasspentover20yearsworkingwithawiderangeofartsvenues,oftenduringperiodsofmajorchange,andhasagoodunderstandingofthechallengesfacingtheNationalPortraitGallery.

SpecialistinputonthechangingexpectationsoftheGallery’srangeofaudienceshasbeenprovidedbyShaunRomain,anindependentconsultantwithover20yearsexperienceinthesector.Heisanexpertinmeasuringandunderstandinghowcultureisconsumed,analysingtheappealofonsiteandonlineproducts.Hehasaparticularfocusonculturalandcreativebusinessgrowthandsustainability.

Involvement

ThisDigitalStrategyhasbeencommissionedandledonbehalfoftheNationalPortraitGallerybySarahTinsley,DirectorofExhibitionsandCollections.EssentialbackgroundinformationandinsighthasbeenprovidedbyDavidSaywell,HeadofDigitalProgrammes,togetherwithhisteam.

InvaluableexternalpeerreviewhasbeenprovidedbyJohnStack,DirectorofDigitalfortheScienceMuseumandformerHeadofDigitalforTate.FurtherexternalinputhasbeenreceivedfromMatthewCock,ChiefExecutiveofVocalEyesandformerHeadofWebfortheBritishMuseum.

HelpfulcommenthasbeenreceivedfromanumberofNationalPortraitGalleryTrustees,inparticular:StephanShakespeare(CEOandFounderofYouGov),KimEvansOBE(CulturalStrategistandChairofCleanBreak),AugustusCasely-Hayford(JointCEOofZamyn).

TheInspiringPeopleProjectCoordinatorHollyReedhasprovidedongoingsupportandarangeoffurtherinternalandexternalGallerycontactshavealsobeenessentialinprovidinginput(seeover).

inspiring people connecting people · 2017-01-24 · digital strategy public digest – november...

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