michael parry keynote digital strategies nsw.net de&ux seminar 2015
TRANSCRIPT
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
Benchmarking
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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)
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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 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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
ACMI ChannelsPlatforms
ACTIVE
Website
Digital Ads (placed)
Search Ads
YouTube
iTunes (podcasts)
Flickr
Blog
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
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
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
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
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
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
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
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
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
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