Digital Strategy amp

Engagement Models

This presentation is available at bitlynswnetmp

Michael Parry Director Programs amp Engagement

Museum of Applied Arts amp Science Sydney

michaelparrymaasmuseum

maasmuseum

vaguelym

Museum of Applied Arts amp SciencesPowerhouse Museum

Sydney Observatory

Discovery Centre

GOOD UX = SET EXPECTATIONS

1010

1020

1030

1050

1100

1110

Why are you here

Why Strategy

Frameworks amp Examples

Exploring your projects

Q+A

Next010 a10m - 1110

Why are

you

here

Why

worry

about

strategy

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Museum of Applied Arts amp SciencesPowerhouse Museum

Sydney Observatory

Discovery Centre

GOOD UX = SET EXPECTATIONS

1010

1020

1030

1050

1100

1110

Why are you here

Why Strategy

Frameworks amp Examples

Exploring your projects

Q+A

Next010 a10m - 1110

Why are

you

here

Why

worry

about

strategy

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

GOOD UX = SET EXPECTATIONS

1010

1020

1030

1050

1100

1110

Why are you here

Why Strategy

Frameworks amp Examples

Exploring your projects

Q+A

Next010 a10m - 1110

Why are

you

here

Why

worry

about

strategy

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Why are

you

here

Why

worry

about

strategy

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Why

worry

about

strategy

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Itrsquos not that hard

Itrsquos just coloured circles

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Itrsquos not that hard

Itrsquos just coloured geometry

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Why

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Why even bother

ldquoNo one under the age of 20 even talks about lsquodigitalrsquo anything anymorehellip lasting impact is found not in a raft of evolving technologies but in our changing needs and behavioursrdquo

Sejul Malde (Culture24 UK)Cultural Sector Change Research

Why

ldquoDigital media touches every aspect of a modern organisationyou need to know what yoursquore doing digitally You need to have a convincing story We call this story a strategy It tells you what you will achieve with your digital engagement and how you will get thererdquo

VisserRichardsonwwwdigitalengagementframeworkcom

Why

ldquoCreating a digital strategy is a chance to bring some order to the chaos that is most organisations approach to digitalrdquo

Paul Boag Smashing

Why

Our online visitors are as

important as our physical visitors

Why arenrsquot we promoting my

project

Is that marketing

No itrsquos educational

content

We are selling this I thought we had open

data

Thatrsquos not on brand

but Irsquom the

expert

Canrsquot we just put it on YouTube

Why isnrsquot this digitised

If we show them that content they wonrsquot come

to the exhibition

Do I have to moderate

that

API OAI-PHM CIDOCCRM

Our voice should be more authoritative

Why are we building an app

we donrsquot own it

It forces us to answer difficult

organisation wide questions

Definition 1

ldquoStrategy is about focus and direction Strategy is about sacrifice and tough choiceshellipput simply itrsquos about making tough calls on what to do ndash choosing the path that leads to success and neglecting the many paths that do not

A digital strategy outlines how to leverage all assets people and resources available to apply digital in the most meaningful way to help the business winrdquo

Simon Corbett Slingshot DigitalWinning is easy in business you make

money In a cultural org defining what

winning looks like can be harder

Definition 1

ldquoStrategy is about focus and direction Strategy is about sacrifice and tough choiceshellipput simply itrsquos about making tough calls on what to do ndash choosing the path that leads to success and neglecting the many paths that do not

A digital strategy outlines how to leverage all assets people and resources available to apply digital in the most meaningful way to help the business winrdquo

Simon Corbett Slingshot DigitalWinning is easy in business you make

money In a cultural org defining what

winning looks like can be harder

A digital strategy outlines how to leverage all assets people and resources available to apply digital in the most meaningful way to help the business winrdquo

Simon Corbett Slingshot DigitalWinning is easy in business you make

money In a cultural org defining what

winning looks like can be harder

Definition 2

ldquotake a holistic view of technology in our organisation and how can we plan strategically to do more of it do it better and with greater sustainability and impactrdquo

Digital Benchmarking Collections TrustCollections Link Digital Benchmarks for the Cultural Sector

So winning may look like more better

sustainable and with impact

Benchmarking

Digital Benchmarks

Nick Poole (NickPoole1) Collection Trust UKyoutubecomwatchv=V28M3DoleC8

wwwcollectionslinkorgukdiscoversustaining-digital1608-digital-benchmarks-for-the-culture-sector

Digital Benchmarks

Nick Poole (NickPoole1) Collection Trust UKyoutubecomwatchv=V28M3DoleC8

wwwcollectionslinkorgukdiscoversustaining-digital1608-digital-benchmarks-for-the-culture-sector

Digital Benchmarks Core Areas

Strategy

People

Systems

Digitisation

Content Delivery

Analytics

Engagement

Revenue

Digital

Benchmarks

0 No strategic plan or statement of mission or purpose

1 Strategic plan or mission but does not reference engagement through

technology

2 Has a strategic plan which includes projects and programmes some of which

make use of technology

3 The organisation has a strategic plan which includes technology projects and

programmes Digital is integrated into the strategy which is regularly reviewed

4 Has a strategic planmission in place which references the use of digital

technologies to support core delivery or it has a separate (but connected)

digital strategy in place There is at least one digital champion within the senior

management of the organisation

5 Strategic planmission in place which integrates the use of digital technologies

to support core delivery Plans owned and championed at a senior (Board amp

management) level and supported by appropriate budgets

6 Digital technologies are embedded across all teamsdepartments of the

organisation Digital delivery and engagement through technology are

embedded within the organisationrsquos performance framework

Your Turn

Where does your organisation sit on this

axis

Where do you think is desirable to be on that

axis in the medium term

Museum of Applied Arts amp Sciences

Baked Digital goals and focus into overall

Strategic Plan (2020 Vision)

Specific Content Strategy under

development

Immediate needs around brand rollout

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Digital

Benchmarks

0 No strategic plan or statement of mission or purpose

1 Strategic plan or mission but does not reference engagement through

technology

2 Has a strategic plan which includes projects and programmes some of which

make use of technology

3 The organisation has a strategic plan which includes technology projects and

programmes Digital is integrated into the strategy which is regularly reviewed

4 Has a strategic planmission in place which references the use of digital

technologies to support core delivery or it has a separate (but connected)

digital strategy in place There is at least one digital champion within the senior

management of the organisation

5 Strategic planmission in place which integrates the use of digital technologies

to support core delivery Plans owned and championed at a senior (Board amp

management) level and supported by appropriate budgets

6 Digital technologies are embedded across all teamsdepartments of the

organisation Digital delivery and engagement through technology are

embedded within the organisationrsquos performance framework

Your Turn

Where does your organisation sit on this

axis

Where do you think is desirable to be on that

axis in the medium term

Museum of Applied Arts amp Sciences

Baked Digital goals and focus into overall

Strategic Plan (2020 Vision)

Specific Content Strategy under

development

Immediate needs around brand rollout

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

0 No strategic plan or statement of mission or purpose

1 Strategic plan or mission but does not reference engagement through

technology

2 Has a strategic plan which includes projects and programmes some of which

make use of technology

3 The organisation has a strategic plan which includes technology projects and

programmes Digital is integrated into the strategy which is regularly reviewed

4 Has a strategic planmission in place which references the use of digital

technologies to support core delivery or it has a separate (but connected)

digital strategy in place There is at least one digital champion within the senior

management of the organisation

5 Strategic planmission in place which integrates the use of digital technologies

to support core delivery Plans owned and championed at a senior (Board amp

management) level and supported by appropriate budgets

6 Digital technologies are embedded across all teamsdepartments of the

organisation Digital delivery and engagement through technology are

embedded within the organisationrsquos performance framework

Your Turn

Where does your organisation sit on this

axis

Where do you think is desirable to be on that

axis in the medium term

Museum of Applied Arts amp Sciences

Baked Digital goals and focus into overall

Strategic Plan (2020 Vision)

Specific Content Strategy under

development

Immediate needs around brand rollout

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Your Turn

Where does your organisation sit on this

axis

Where do you think is desirable to be on that

axis in the medium term

Museum of Applied Arts amp Sciences

Baked Digital goals and focus into overall

Strategic Plan (2020 Vision)

Specific Content Strategy under

development

Immediate needs around brand rollout

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Museum of Applied Arts amp Sciences

Baked Digital goals and focus into overall

Strategic Plan (2020 Vision)

Specific Content Strategy under

development

Immediate needs around brand rollout

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Frameworks

amp Examples

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Approaches to Digital

Smithsonian

Tate

Culture24

Imperial War Museum

ACMI

Melbourne Museum

VampA

Smashing Magazine

Digital Engagement Framework (VisserRichardson)

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Smithsonian ldquoWeb amp New Media Strategyrdquo

(2009)

Eight goals each of which has its own set of policy program and tactical

recommendations

1 Mission Prioritize Web and New Media programs in proportion to their

impact on the mission

2 Brand Strengthen brand relationships throughout the Smithsonian

3 Learning Facilitate dialogue in a global community of learners

4 Audience Attract larger audiences and engage them more deeply in long-

term relationships

5 Interpretation Support the work of Smithsonian staff

6 Technology Develop a platform for participation and innovation

7 Business Model Increase revenue from e-commerce fundamentals and

Web 20 perspectives

8 Governance Design and implement a pan-Institutional governance modelsmithsonian-webstrategywikispacescomExecutive+Summary+and+Moving+Forward

Tate

First strategy Tate Online Strategy 2010-2012

More recently Tate Digital Strategy 2012-2015

ldquoDigital as a Dimension of Everythingrdquo

Tate Online (2010)

1 Tatersquos website is for Tatersquos online audience

2 The website is both a platform for publication and for interaction

3 The website must be alive with thoughts conversation and opinion

4 Online content commerce and community are intermixed

5 All webpages are the start of a range of possible user journeys

6 Content owners manage their content

7 Online content needs to be open and shared

8 Content and interaction should be taken to the online audience

9 Personalisation will improve visitorsrsquo experience

10The website must be sustainable

Tate Digital (2012)

Tatersquos audiences will have digital experiences that

increase their enjoyment and understanding of

art

provoke their thoughts and invite them to

participate

promote the gallery programme

provide them with easy access to information

entice them to explore deeper content

encourage them to purchase products join Tate

and make donations

present an elegant and functional interface

whatever their device

take place on the platforms and websites they

use

minimise any obstacles they may encounter

To achieve this we will take an

approach that is

audience-centred and

insight-driven

constantly evaluated and

enhanced

well designed and

architected

distributed across multiple

platforms

open and sharable

sustainable and scalable

centrally governed and

devolved across the

organisation

Tate Strategy Structure

Digital Principles

Content

o Digital Collections

o Digital Publications

o Digital Gallery Content

o Digital Editorial Content

o Digital Community

Blogging Social Media amp Third Party Platforms Learning amp Social Collections

o Revenue

Ticketing

Digital Products amp eCommerce

Multimedia Content on Devices

Digital Fundraising

Customer Relationship Management

o The Organisation

Staff Skills and Engagement

New Ways of Working (Content production amp teams - Hub and Spoke)

Governance amp Leadership

o Analytics amp KPIs

Culture24

Organisational Strategy (2013)

ldquoSo consider dealing with digital change by tearing up your digital strategy Instead use digital tactics and tools to produce fit-for-purpose content audience-focused researchand a culture of honest collaboration Build these into your wider mission and into the core of your organisation and you will be better ready for changerdquohttpweareculture24orgukprojectsaction-research

Tate Online (2010)

1 Tatersquos website is for Tatersquos online audience

2 The website is both a platform for publication and for interaction

3 The website must be alive with thoughts conversation and opinion

4 Online content commerce and community are intermixed

5 All webpages are the start of a range of possible user journeys

6 Content owners manage their content

7 Online content needs to be open and shared

8 Content and interaction should be taken to the online audience

9 Personalisation will improve visitorsrsquo experience

10The website must be sustainable

Tate Digital (2012)

Tatersquos audiences will have digital experiences that

increase their enjoyment and understanding of

art

provoke their thoughts and invite them to

participate

promote the gallery programme

provide them with easy access to information

entice them to explore deeper content

encourage them to purchase products join Tate

and make donations

present an elegant and functional interface

whatever their device

take place on the platforms and websites they

use

minimise any obstacles they may encounter

To achieve this we will take an

approach that is

audience-centred and

insight-driven

constantly evaluated and

enhanced

well designed and

architected

distributed across multiple

platforms

open and sharable

sustainable and scalable

centrally governed and

devolved across the

organisation

Tate Strategy Structure

Digital Principles

Content

o Digital Collections

o Digital Publications

o Digital Gallery Content

o Digital Editorial Content

o Digital Community

Blogging Social Media amp Third Party Platforms Learning amp Social Collections

o Revenue

Ticketing

Digital Products amp eCommerce

Multimedia Content on Devices

Digital Fundraising

Customer Relationship Management

o The Organisation

Staff Skills and Engagement

New Ways of Working (Content production amp teams - Hub and Spoke)

Governance amp Leadership

o Analytics amp KPIs

Culture24

Organisational Strategy (2013)

ldquoSo consider dealing with digital change by tearing up your digital strategy Instead use digital tactics and tools to produce fit-for-purpose content audience-focused researchand a culture of honest collaboration Build these into your wider mission and into the core of your organisation and you will be better ready for changerdquohttpweareculture24orgukprojectsaction-research

Tate Digital (2012)

Tatersquos audiences will have digital experiences that

increase their enjoyment and understanding of

art

provoke their thoughts and invite them to

participate

promote the gallery programme

provide them with easy access to information

entice them to explore deeper content

encourage them to purchase products join Tate

and make donations

present an elegant and functional interface

whatever their device

take place on the platforms and websites they

use

minimise any obstacles they may encounter

To achieve this we will take an

approach that is

audience-centred and

insight-driven

constantly evaluated and

enhanced

well designed and

architected

distributed across multiple

platforms

open and sharable

sustainable and scalable

centrally governed and

devolved across the

organisation

Tate Strategy Structure

Digital Principles

Content

o Digital Collections

o Digital Publications

o Digital Gallery Content

o Digital Editorial Content

o Digital Community

Blogging Social Media amp Third Party Platforms Learning amp Social Collections

o Revenue

Ticketing

Digital Products amp eCommerce

Multimedia Content on Devices

Digital Fundraising

Customer Relationship Management

o The Organisation

Staff Skills and Engagement

New Ways of Working (Content production amp teams - Hub and Spoke)

Governance amp Leadership

o Analytics amp KPIs

Culture24

Organisational Strategy (2013)

ldquoSo consider dealing with digital change by tearing up your digital strategy Instead use digital tactics and tools to produce fit-for-purpose content audience-focused researchand a culture of honest collaboration Build these into your wider mission and into the core of your organisation and you will be better ready for changerdquohttpweareculture24orgukprojectsaction-research

Tate Strategy Structure

Digital Principles

Content

o Digital Collections

o Digital Publications

o Digital Gallery Content

o Digital Editorial Content

o Digital Community

Blogging Social Media amp Third Party Platforms Learning amp Social Collections

o Revenue

Ticketing

Digital Products amp eCommerce

Multimedia Content on Devices

Digital Fundraising

Customer Relationship Management

o The Organisation

Staff Skills and Engagement

New Ways of Working (Content production amp teams - Hub and Spoke)

Governance amp Leadership

o Analytics amp KPIs

Culture24

Organisational Strategy (2013)

ldquoSo consider dealing with digital change by tearing up your digital strategy Instead use digital tactics and tools to produce fit-for-purpose content audience-focused researchand a culture of honest collaboration Build these into your wider mission and into the core of your organisation and you will be better ready for changerdquohttpweareculture24orgukprojectsaction-research

Culture24

Organisational Strategy (2013)

ldquoSo consider dealing with digital change by tearing up your digital strategy Instead use digital tactics and tools to produce fit-for-purpose content audience-focused researchand a culture of honest collaboration Build these into your wider mission and into the core of your organisation and you will be better ready for changerdquohttpweareculture24orgukprojectsaction-research

Culture 24

(Un)Strategy

ldquotear up your digital strategyrdquo - but

Develop relevant content not just digital products

Less shinydisposable products - more ongoing content and materials that support your mission

Embed research to understand your audiences

Make sure you understand who you are building for Prototype before you build

Promote collaboration not just competition

ldquoThe value of digital is not just as a useful set of technologies but as a shared collaborative agenda that can shine light on other areas of mutual knowledge and learningrdquo

Museum Victoria

Organisation Strategic Plan 2013-18 one of five key focus areas is Digital

Transformation

ldquoKeeping up with the continually shifting digital environment requires organisations to be forward-looking and agile This presents both a challenge and opportunity for museums which must reposition themselves to operate effectively in the digital age At its heart this means changes in the way that people think work and interactrdquo

museumvictoriacomaupages1711mv_strategic_plan_2013-18pdf

Museum Victoria

Organisation Strategic Plan 2013-18 one of five key focus areas is Digital

Transformation

ldquoKeeping up with the continually shifting digital environment requires organisations to be forward-looking and agile This presents both a challenge and opportunity for museums which must reposition themselves to operate effectively in the digital age At its heart this means changes in the way that people think work and interactrdquo

museumvictoriacomaupages1711mv_strategic_plan_2013-18pdf

MV Initiatives - Next 5 Years

Staff incorporate digital systems into their daily work

Identify roles to have a digital profile

Staff capability leadership in digital thinking change readiness

Continue collection registration and digitisation

Our digital systems and platforms enable flexible content generation

Fostering open-access mindset

Redevelop online content management multi-channel delivery

Enhance online partnerships delivery of content to partners realtime

broadcast

Our digital infrastructure meets our business needs

Improve ease-of-use convenience and security for electronic

transactions

Enhance wireless systems and infrastructure to support in-museum

content delivery

Imperial War Museum (UK)

A focus of digital strategy

Develop confidence initiative and digital

capability of staff at all levels so that they

embed digital instinctively into their work

The Digital Media team become consultants

and facilitators rather than being the only

ones ldquodoing digitalrdquo

VampA Principles

Rather than write a strategy which would soon go out of date the VampA created

a framework of guidelines for content

Be audience focussed

Mobile first

Treat content creation separate from delivery

Use short planning cycles and product lifespaces

Make faster smaller changes to services

Have clear governance and processes

Objective-based planningevidence based review

Review and rationalise technology

Use open data drive as default

A common direction not necessarily a destinationslidesharenetmuseumscomputergroupmovingtodigitalfirst

Imperial War Museum (UK)

A focus of digital strategy

Develop confidence initiative and digital

capability of staff at all levels so that they

embed digital instinctively into their work

The Digital Media team become consultants

and facilitators rather than being the only

ones ldquodoing digitalrdquo

VampA Principles

Rather than write a strategy which would soon go out of date the VampA created

a framework of guidelines for content

Be audience focussed

Mobile first

Treat content creation separate from delivery

Use short planning cycles and product lifespaces

Make faster smaller changes to services

Have clear governance and processes

Objective-based planningevidence based review

Review and rationalise technology

Use open data drive as default

A common direction not necessarily a destinationslidesharenetmuseumscomputergroupmovingtodigitalfirst

VampA Principles

Rather than write a strategy which would soon go out of date the VampA created

a framework of guidelines for content

Be audience focussed

Mobile first

Treat content creation separate from delivery

Use short planning cycles and product lifespaces

Make faster smaller changes to services

Have clear governance and processes

Objective-based planningevidence based review

Review and rationalise technology

Use open data drive as default

A common direction not necessarily a destinationslidesharenetmuseumscomputergroupmovingtodigitalfirst

Paul Boag Smashing

ldquoA traditional business strategy focuses on two key components a long term roadmap and budget forecasting Unfortunately both of these elements are hard to replicate in a digital strategy Creating a digital strategy that looks 3ndash5 years ahead is an unrealistic expectation Technology just moves too fast for thatrdquo

smashingmagazinecom20130718you-want-to-write-a-digital-strategy

A digital strategy needs

to focus more on creating

policies priorities and

people who can be

trusted to make the right

decisions as new

technologies emerge

rather than defining

everything up front As

the old adage says its

about ldquoteaching a man to

fishrdquo

Boag Policies

One example a social media policy

What are staff allowed to say on social media

What is acceptable and unacceptable

Other policies to consider Accessibility Content removal

Development standards (including coding standards)

Testing requirements (including device and browser

support) Writing style Design style Crisis management

Boag People

Who makes decisions about different digital elements

Who actually does the work

How do you manage resource allocation

Boag Priorities Roadmap

A rough timeline of development priorities (as far

as two years ahead)

When looking further ahead the level of detail

should be reduced

Make clear it is subject to change as the digital

landscape alters

Boag Budget amp Resources

Start by shifting management thinking away from a

series of fixed cost projects to a program of ongoing

development - much better suited to the evolving

nature of digital

Boag People

Who makes decisions about different digital elements

Who actually does the work

How do you manage resource allocation

Boag Priorities Roadmap

A rough timeline of development priorities (as far

as two years ahead)

When looking further ahead the level of detail

should be reduced

Make clear it is subject to change as the digital

landscape alters

Boag Budget amp Resources

Start by shifting management thinking away from a

series of fixed cost projects to a program of ongoing

development - much better suited to the evolving

nature of digital

Boag Priorities Roadmap

A rough timeline of development priorities (as far

as two years ahead)

When looking further ahead the level of detail

should be reduced

Make clear it is subject to change as the digital

landscape alters

Boag Budget amp Resources

Start by shifting management thinking away from a

series of fixed cost projects to a program of ongoing

development - much better suited to the evolving

nature of digital

Boag Budget amp Resources

Start by shifting management thinking away from a

series of fixed cost projects to a program of ongoing

development - much better suited to the evolving

nature of digital

Boag Content Strategy

ldquoContent strategy plans for the creation publication and governance of useful usable contentdefining not only which content will be published but why wersquore publishing it in the first placerdquo

At its best a content strategy defines

key themes and messages

recommended topics

content purpose (ie how content

will bridge the space between

audience needs and business

requirements)

content gap analysis

metadata frameworks and related

content attributes

search engine optimization (SEO)

A framework based on a structured set of questions

that provide the building blocks for a digital

engagement strategy

Developed by Jasper Visser (jaspervisser) and Jim Richardson (SumoJim)

Digital Engagement Framework

digitalengagementframeworkcom

A framework based on a structured set of questions

that provide the building blocks for a digital

engagement strategy

Developed by Jasper Visser (jaspervisser) and Jim Richardson (SumoJim)

Digital Engagement Framework

digitalengagementframeworkcom

Example Exhibition Campaign

Engagement Phases

Conversion

Thatrsquos

quite a

lot of

options

So is this a Strategy or Process

ldquoif youre not embarrassed by your digital strategy six months after sign-off you probably havent done it rightrdquo

ldquoultimately devising and implementing a digital strategy is (probably) a necessary process to go through but its not a goal in its own rightrdquo

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

Engagement Phases

Conversion

Thatrsquos

quite a

lot of

options

So is this a Strategy or Process

ldquoif youre not embarrassed by your digital strategy six months after sign-off you probably havent done it rightrdquo

ldquoultimately devising and implementing a digital strategy is (probably) a necessary process to go through but its not a goal in its own rightrdquo

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

Conversion

Thatrsquos

quite a

lot of

options

So is this a Strategy or Process

ldquoif youre not embarrassed by your digital strategy six months after sign-off you probably havent done it rightrdquo

ldquoultimately devising and implementing a digital strategy is (probably) a necessary process to go through but its not a goal in its own rightrdquo

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

Thatrsquos

quite a

lot of

options

So is this a Strategy or Process

ldquoif youre not embarrassed by your digital strategy six months after sign-off you probably havent done it rightrdquo

ldquoultimately devising and implementing a digital strategy is (probably) a necessary process to go through but its not a goal in its own rightrdquo

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

So is this a Strategy or Process

ldquoif youre not embarrassed by your digital strategy six months after sign-off you probably havent done it rightrdquo

ldquoultimately devising and implementing a digital strategy is (probably) a necessary process to go through but its not a goal in its own rightrdquo

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

ldquois implementing a digital strategy like gardening It needs constant care and feeding after the big job of sowing seeds is over And much like gardening for pleasure (in the UK anyway) the process may have more impact than the productrdquo

MIA RIDGE (paraphrasing from Museums Association UK Conference 2012)

So some options

1 Write a Digital Strategy but keep in mind

itrsquos as much a process as it is a product

2 No stand alone Strategy just write it into

your holistic BusinessOrganisation

Strategy

3 Leave your organisational plan where it is

and focus on a Content Strategy

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

(not just for

digital)

Your

Turn

Your

Projects amp

Strategies +

QampA

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

1

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

(not just for

digital)

Your

Turn

Your

Projects amp

Strategies +

QampA

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

1

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Your

Turn

Your

Projects amp

Strategies +

QampA

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

1

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Your

Projects amp

Strategies +

QampA

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

1

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Digital

Strategy

Content Plan

All Platforms

channels inc

Social

Guidelines

Policy Style

Guides Voice

Workflows

People amp

GovernanceTraining Peer

Support

Analytics

Evaluation amp

Feedback

Digital Road

Map

Audience

Development

Plan

1

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Content

Plan

1

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Content Plan

ldquoA content plan tells you what content you need to make your digital engagement strategy happen Ideally such a plan is a combination between the content you already have content you can easily produce and selected high value content you will specifically produce for your digital engagement strategy A content plan helps you manage and recycle contentrdquo

VisserRichardson

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Content Plan Channels

Select your channels make them work

for you and your audiences

Strategy is also about what you choose

not to do

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Reality Check from DEF

Quality is not defined by

the number of channels

you use or elaborate

systems you devise

It is defined by keeping it

simple enough for

everyone to understand

ldquoUnfortunately most of your audience will only see a fraction of your digital engagement strategy They miss most of your social media updates hardly read any of your blogs happily ignore important press releases and donrsquot care about the lively discussions going on The simpler your strategy (few channels straight forward high quality content clear invitations etc) the more likely people are to stay with you even when they miss some of your updatesrdquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Can you sum it up in a statement

ldquoOur digital strategy is all about adding an extra layer to a physical visit so our visitors stay in touch with us We share high quality additional content on a blog that stimulates debate celebrate contributions on our social media channels and contribute with our own voice to discussion We keep in touch with a regular newsletter and our websiterdquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Conversely donrsquot underbake the

opportunity

ldquoEveryone sort of grudgingly accepts that lsquodigitalrsquo is something you need to at least pretend to be doing but the situation hasnrsquot quite reached the point where reality has caught up we can still kid ourselves that having a website and lsquodoing Twitter and Facebookrsquo is enoughrdquo

Ash Mannbigthingsandlittlethingscouk20131104digital-in-the-arts

ie go beyond

the knee-jerk

lsquoenhancing the

physical visitrsquo

Example Spectacle Cut to the Beat

ACMI has teamed up with triple j and rage to give up-and-

coming directors under the age of 30 the chance to make a

music video for Jinja Safaris track Mombassa on the Line

If your video is selected as the winner it will be played in

Spectacle and youll receive a trip to LA where it will be

included in one of Fluxs quarterly screenings at the

Hammer Museum UCLA

Cut to the Beat

Entries opened Nov

Finalists announced January

Winner announced February

114 Entrieswwwyoutubecomwatchv=zkfFLf_6e3Awwwyoutubecomwatchv=O_xw3bgdrqQ

ACMI has teamed up with triple j and rage to give up-and-

coming directors under the age of 30 the chance to make a

music video for Jinja Safaris track Mombassa on the Line

If your video is selected as the winner it will be played in

Spectacle and youll receive a trip to LA where it will be

included in one of Fluxs quarterly screenings at the

Hammer Museum UCLA

Cut to the Beat

Entries opened Nov

Finalists announced January

Winner announced February

114 Entrieswwwyoutubecomwatchv=zkfFLf_6e3Awwwyoutubecomwatchv=O_xw3bgdrqQ

Cut to the Beat

Entries opened Nov

Finalists announced January

Winner announced February

114 Entrieswwwyoutubecomwatchv=zkfFLf_6e3Awwwyoutubecomwatchv=O_xw3bgdrqQ

Apply to DEF Model

Assets Audience

Reach

Engagement

Music Lovers

Younger

FilmDigital

Makers

Existing JJJRage

Audience

Potential

Exhibition

Attendees

Existing Band Fan

Base

You Tube

JJJ Website

JJJ Radio

Rage TV

In Gallery Display

ACMI Website

FacebookTwitter

Original Song

lsquoCrowdrsquo generated

videos

JJJRage

Expertise

Our curatorial

expertise

In Gallery

Experience

Flux Relationship

Travel Partner

Interest

- Promotion (all channels)

- Views on YouTube

Involve

- Competition

Activate

- SharingResharing

- Announcement

- Exhibition

ACMI ChannelsPlatforms

ACTIVE

Website

Digital Ads (placed)

Search Ads

Facebook

Twitter

YouTube

iTunes (podcasts)

Flickr

Blog

Linkedin

Google+

Educators Lounge (Ning)

Specific Exhibition Microsites

In Gallery InteractivesSocially Linked

AudioMedia Guides

Various Games Apps Toys

Email News (General Members Education)

Other Stand Alone Projects

Generator (Online Digital Workshop Space)

15 Second Place

POTENTIAL

Instagram

Pinterest

Vimeo

Tumblr

Thingiverse

MONITORED

Trip Advisor

Wikipedia

and many more

Exercise

Working it Out

Select upcoming project

Identify Assets

Existing

Easy

New High Value

Identify

Platforms amp Channels

Identify Audience

Identify Engagement

Interest

Involve

Activate

Done this before

Take a recent project

Identify Assets Which were most successful amp why

Identify New platform opportunities

Audience Which hitmissed

Engagement Method Did these loops work

DEF Model

Assets Audience

Reach

Engagement

Channels

ldquoStarting with value first is a better plan If your museumrsquos strategic plan does not have clear metrics that help you know what success looks like then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategyrdquo

Rob Steinmuseumsandthewebcommw2012papersblow_up_your_digital_strategy

ACMI ChannelsPlatforms

ACTIVE

Website

Digital Ads (placed)

Search Ads

Facebook

Twitter

YouTube

iTunes (podcasts)

Flickr

Blog

Linkedin

Google+

Educators Lounge (Ning)

Specific Exhibition Microsites

In Gallery InteractivesSocially Linked

AudioMedia Guides

Various Games Apps Toys

Email News (General Members Education)

Other Stand Alone Projects

Generator (Online Digital Workshop Space)

15 Second Place

POTENTIAL

Instagram

Pinterest

Vimeo

Tumblr

Thingiverse

MONITORED

Trip Advisor

Wikipedia

and many more

Exercise

Working it Out

Select upcoming project

Identify Assets

Existing

Easy

New High Value

Identify

Platforms amp Channels

Identify Audience

Identify Engagement

Interest

Involve

Activate

Done this before

Take a recent project

Identify Assets Which were most successful amp why

Identify New platform opportunities

Audience Which hitmissed

Engagement Method Did these loops work

DEF Model

Assets Audience

Reach

Engagement

Channels

ldquoStarting with value first is a better plan If your museumrsquos strategic plan does not have clear metrics that help you know what success looks like then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategyrdquo

Rob Steinmuseumsandthewebcommw2012papersblow_up_your_digital_strategy

Exercise

Working it Out

Select upcoming project

Identify Assets

Existing

Easy

New High Value

Identify

Platforms amp Channels

Identify Audience

Identify Engagement

Interest

Involve

Activate

Done this before

Take a recent project

Identify Assets Which were most successful amp why

Identify New platform opportunities

Audience Which hitmissed

Engagement Method Did these loops work

DEF Model

Assets Audience

Reach

Engagement

Channels

ldquoStarting with value first is a better plan If your museumrsquos strategic plan does not have clear metrics that help you know what success looks like then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategyrdquo

Rob Steinmuseumsandthewebcommw2012papersblow_up_your_digital_strategy

DEF Model

Assets Audience

Reach

Engagement

Channels

ldquoStarting with value first is a better plan If your museumrsquos strategic plan does not have clear metrics that help you know what success looks like then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategyrdquo

Rob Steinmuseumsandthewebcommw2012papersblow_up_your_digital_strategy

ldquoStarting with value first is a better plan If your museumrsquos strategic plan does not have clear metrics that help you know what success looks like then a document that describes what they are and how they are measured would be much more useful to the museum than a technology strategyrdquo

Rob Steinmuseumsandthewebcommw2012papersblow_up_your_digital_strategy

What will stop you

ldquoOver 60 per cent of arts and cultural organisations report that they are constrained in their digital activities by a lack of staff time and funding and over 40 per cent report a lack of technical skills such as data analysis and database managementrdquo

Organisations identify a number of sources of advice and expertise as enablers

for their digital work 69 say that informal mentors networks and partners are

their most important sources followed by in-house researchdata analysis

(59) and help from funding bodies (58)

Digital RampD Fund for the Arts Englandrsquos pound7 million programme established by Nesta Arts Council England

and the Arts and Humanities Research Council to support experimentation with digital technologies in the

arts

From Digital Culture How arts and cultural organisations in England use technology

nativeartsdigitalrndorgukdigitalcultureresearch

lsquoA digital culture will get you through a time without a digital strategy much more than a digital strategy will get you through a time without a digital culturersquo

Nick Poole

Thanks

This presentation is available at bitlynswnetmp

Michael Parry Director Programs amp Engagement

Museum of Applied Arts amp Science Sydney

michaelparrymaasmuseum

maasmuseum

vaguelym

Thanks

This presentation is available at bitlynswnetmp

Michael Parry Director Programs amp Engagement

Museum of Applied Arts amp Science Sydney

michaelparrymaasmuseum

maasmuseum

vaguelym