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CMA Digital Strategy Workshop
- 1. Build, Launch, Engage! Digital Strategy for Nonprofits Cheryl Fraser (@FraserCee) - Manager, ROM Web Ryan Dodge (@wrdodger) - ROM Social Media #cmamc2015
- 2. Agenda 1. Introductions 2. What is a Digital Strategy? 3. Benchmarking - Spider charts 4. Discussion / Break 5. Digital Engagement Framework activity 6. Discussion / Break 7. Creating an Action Plan 8. Discussion
- 3. Introductions 60 seconds or less: - Name? - What do you do? - Why do you need a digital strategy?
- 4. What Is Digital Strategy? And is it logical?
- 5. Digital strategy is an actionable, shared, cohesive plan for your digital activities as a whole that is updated regularly. Source: MCN 2014 Digital Strategy Workshop
- 6. audience engagement interpretation PR & marketing education membership games and media Everything is digital now. branding fundraising collections publishing research exhibitions Photo: Cooper Hewitt Pen
- 7. “Digital is a dimension of everything” John Stack - Tate Digital Strategy, 2013-15
- 8. How? - activities - content - platforms who? - audience what? - assets - outreach - engagement why? - ambition - goals - values
- 10. “The problem is that nobody sees the creation of a digital strategy as their job, so if you don’t step up, chances are nobody will.” —Paul Boag
- 11. Digital Benchmarks Where are we?
- 12. Source: Nicholas Poole Benchmarking the digital progression of your organisation does some very helpful things in terms of your strategic development: ● Demonstrate success in terms of digital development ● Make the case for prioritisation of and investment in digital development ● Bring all of the different elements of the organisation together, irrespective of technical skills ● Overcome the increasingly irrelevant difference between front and back of house ● Highlight why some digital projects fail (they don't key into your overall purpose) ● Promotes a virtuous cycle between the 'just do it' ethos and feeding intelligence about impact back into the organisation Why Benchmarking?
- 13. Developed by Collections Trust to provide a simple tool for assessing the many dimensions of digital in an organization: 1. Strategy 2. People 3. Systems 4. Digitisation http://www.collectionstrust.org.uk/digital/digital-benchmarks-for-the-culture- sector Digital Benchmarks - Collections Trust 5. Content Delivery 6. Analytics 7. Engagement 8. Revenue
- 14. Range Statements + Spider Charts For each of the 8 core areas, range statements describe a scale of 0-5. The statements you select get plotted on a chart (that looks like a spider web.) Today we will look at Strategy, one of the 8 core areas.
- 16. 0 The organisation has no strategic plan or statement of mission or purpose. 1 The organisation has a strategic plan or mission which does not reference engagement through technology. 2 The organisation has a strategic plan, which includes projects and programmes, some of which make use of technology. Digital is not fully integrated into the strategy, which is not regularly reviewed. 3 The organisation has a strategic plan, which includes projects and programmes, some of which make use of technology. Digital is integrated into the strategy, which is regularly reviewed. 4 The organisation has a strategic plan/mission 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. The strategic plan is regularly reviewed and updated. 5 The organisation has a strategic plan/mission in place which integrates the use of digital technologies to support core delivery. The digital elements of the plan are owned and championed at a senior (Board & management) level and supported by appropriate budgets. Digital technologies are embedded across all teams and departments of the organisation. Digital delivery and engagement through technology are embedded within the organisation’s performance framework. The strategic plan is regularly reviewed and updated.
- 19. Staff Volunteers Collections Research Building Location Exhibitions Programs Members Families Active Experience Seekers Established Traditionalists To foster dialogue, learning and inspire wonder by connecting people to the world and each other.
- 20. Develop customized collections based content Create opportunities for sharing / earned media By being responsive & encouraging dialogue - SEO/SEM - Sponsored Content - #Toronto
- 22. Staff Volunteers Collections Research Building Location Exhibitions Programs Members - Target niche communities, insert into conversations - SEO / SEM due diligence, sponsored content - Use collections as the base (Integrate more) Web Analytics Dialogue on Social Ticket sales Community Alive Surprising Mobile web Social Media Galleries Families Active Experience Seekers Established Traditionalists Trusted hub of knowledge creation and dissemination in the 21st century Activate: Encourage Sharing Involve: Interest: Create opportunities Share collections for dialogue/input based content To foster dialogue, learning and inspire wonder by connecting people to the world and each other. Participatory Experiences Dialogue Co-creation ROM Digital Engagement Framework
- 24. Action Plan Five Things to Move Us Forward, at CMA and at Home
- 25. I’ll use the tools demo’d today to: Action Plan | 5 ways I will move forward At CMA I’ll listen for ideas about: At Home I’ll talk to/get feedback on: I’ll be “strategy buddies” with: I’ll speak to these colleagues about digital strategy at my org: I’ll read/watch/consult the following resources: I’ll put the following ideas into practice: Source: MCN 2014 Digital Strategy Workshop
- 26. A Few Ideas... ● Share. ■ Create a short presentation about what you learned here. Invite your manager/director. ■ Distribute the DEF book internally; sign up for a DEF webinar. ■ Start a strategy club. Give your manager/director reading material. ● Act. ■ Identify a pilot project, such as an exhibition, to test-drive the DEF. ■ Conduct an informal “asset audit” on your own, on-site and online. ■ Use Design Thinking strategies to “bias for action” on a project. ● Connect. ■ Find a “strategy buddy” in today’s session. Check in periodically. ■ Swap notes with local museum colleagues, here and back home. ■ Conduct empathy interviews with visitors. Source: MCN 2014 Digital Strategy Workshop
- 28. Cheryl Fraser, Manager, ROM Web @FraserCee Ryan Dodge, ROM Social Media @wrdodger
Notes de l'éditeur
- Ryan: Slides 1-10 (10 minutes) Cheryl: Slides 11-17 (10 minutes + 15 for spider chart) Ryan: Slides 18-23 (1 h 30 minutes) Cheryl: Slides 24-28 (10 minutes)
- Ask workshop attendees to give a definition
- There are a million definitions of digital strategy but this one sums up all of the parts nicely. We’re not talking about how we’re going to move all of our data into the cloud or what type of collections management system we’re going to acquire and why. That’s an IT strategy. Digital strategies are about people and relationships. A Digital Strategy is a broad plan for the way you and your organization will deploy digital tools, the tactics and initiatives to turn people from merely visitors to advocates and from passive engagement (reading labels and exhibit text) to active engagement (sharing online content, dialogue on social) and co-creation (involved in your exhibit and or program planning process).
- What makes this complex is that in 2015 digital is a part of everything. For the most part, the first time someone will interact with your brand will be online. Social Media is now the #1 thing people do on the web. Are you delivering on your mission with your facebook page? Is your Instagram account based on strategy or are you just posting pics of the delicious food in your cafeteria? Does your collections management system allow you to link objects in your collection to your website and can people download images or use links as resources? Can you visitors access it while onsite and learn more about object on display? Can educators find what they need to enrich their curricclum from your online presence? When someone in marketing thinks of a “digital strategy” it is probbably night and day compared to someone in curatorial. There needs to be at least a few bullet points to give your staff direction in this space. It can get confusing pretty quickly and staff need a resource to inform their work and direction.
- There are some who argue that it no longer makes sense to have a separate digital strategy. And in fact the benchmarks we are going to look at in just a moment are based on the assumption that the most digitally savvy organizations do not separate out digital into a silo, but include it from the very beginning as a core part of the organization’s overall strategy. Look at the work of John Stack at the Tate and now at the Science Museum, London. He is an advocate for integrating digital into everything the museum does, enabling and teaching staff the tools they need to make this happen. Direct from John: “A digital strategy needs to focus more on creating policies, priorities and enabling 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 “teaching a man to fish”.”
- So why bother with a digital strategy? FIRST, precisely because digital is part of everything, and touches every part of the organization, it triggers all the big questions that are at the essence of strategy. And like I said earlier, a digital strategy is about your community and potential communities, how you plan, as an organization to reach out, engage, build community and turn them into advocates for your institution. Forget the word digital for a moment, we’re going to ask some of the same questions an overall strategic plan would ask. What are our goals and how are we going to achieve them? Who are we trying to reach and what are we trying to reach them with? What’s the vaule of all of this?
- AND SECOND, digital strategy makes sense for a very practical reason. In the second decade of the 21st century we have more digital tools than ever before, and we also have more projects and more stakeholders. People throw the word digital around and it is usually something that is tacked on to museum work, it can become a grab-bag of projects, and our jobs can become a grab-bag too. Those of us who are doing digital work desperately need to know what matters and what doesn’t, what we should say yes to and what we can say no to. Strategy is the process of achieving clarity out of messy situations, it also allows us to be proactive instead of reactive. To give you an example, my main responsibility is social media but in any given day Cheryl and I will have conversations about location based technology, mobile experiences, wearable tech, social and digital activations in gallery and online and resources or lack thereof. Without a strategy or a plan of action, we’d be all over the map, and wouldn’t achieve anything of value. If your organization is like ours, our last overall strategic plan mentioned that we were going to be “more online” but there was no real strategy laid out for how we were going to achieve this. What Cheryl and I have done for you today is gathered a set of tools we have used to look at our own digital presence and that helped us build out our own digital strategy, one that is modelled after and as integrated as possible with our overall strategic plan.
- So who is going to do digital strategy? We believe that everyone can be a leader in developing digital strategy at their organizations and it is an incedible opportunity if you step up or are given the task, it is your chance to provide your voice and expertise to the future direction of your organization. “Most organizations approach the Web at a tactical level, making decisions on the fly in response to the latest new technology or business demand. If like me you have worked on projects where the requirements have changed part way through or somebody in senior management has suddenly decided the company needs an iPhone app, then you know quite how reactionary most organisations are. There is little long term thinking in terms of development roadmap, governance, resourcing and policies. By forming a digital strategy you have an opportunity to establish a firm direction for your online footprint, rather than being the victim of managerial whims.” Having a digital strategy not only gives you something to check against, it gives you the opportunity to say no when needed. Now that we know why a digital strategy is important let’s start putting a foundation for one in place today. I’m going to hand over to Cheryl now and we’ll look at the important first step. Benchmarking.
- Cheryl takes over Anyone feeling overwhelmed? As Ryan has discussed, the digital world is complex and has quickly become part of everything we do. Knowing you need a digital strategy is only step one, step two is figuring out where you are today. This process will help you answer the big questions like: What are your strengths and weaknesses? How is digital driving your museums mission? Before you create a roadmap, you need a starting point.
- Does anyone use benchmarking at their Museum in another capacity? What do you benchmark and why? Benchmarking is a snapshot of a single point in time. Through self analysis you'll identify what is working really well and opportunities for improvement. This information will help you develop your strategy, and will provide a reference point allowing you to track your progress and realize your successes going forward. As we started this process at the ROM, it helped us prioritize our work and demonstrate to our senior team where investment was needed. Before we had our draft digital strategy our work at the ROM was very reactive, which made it challenging to recognize what was working. This resulted in an environment where digital was very fragmented, but benchmarking shows you opportunities to streamline and align the different elements. As Ryan mentioned earlier, digital is an important part of both front and back of house operations. With digital benchmarks you will be show how your digital efforts currently support your mission, vision and values and make it work harder. And finally, it will help you evaluate why some digital projects fail and create an evaluation process. Because the digital world changes so quickly there is value in keeping the “just do it” ethos, but rather than being a reactive endeavour, it is strategic and feeds the intelligence of your organization.
- We’re going to demonstrate a tool developed by the Collections Trust that you can use at your museum. You don’t need to do this alone, gather staff from other departments and think about how digital is integrated across your organization. This model is created to provide a simple structure that is accessible to technical and the non-technical people, and to demonstrate that digital and creative media are not single-issue questions - they are about the interplay between organisational culture, policy, strategy, behaviours, and values. An effective digital organisation is one which integrates these elements and harnesses them to deliver their core mission in a way which suits the values and behaviours of their audiences. This tool uses eight dimensions to help you define how your museum uses technology to meet your institutional priorities. Strategy: Are digital media and technology integrated into your strategic purpose, mission, culture and values? People: Does the organisation invest in people who are skilled, motivated and empowered to make use of technology in their work, whether that work is public-facing or not? Systems: Do you have access to up-to-date technology which enables you to deliver your mission? Digitisation: Is your museum or gallery's knowledge and creative output available in a digital format? Content Delivery: Does your museum or gallery make its digital content openly available for creative re-use? Analytics: Do you make use of data and evidence to support the planning, prioritisation and promotion of your organisation's digital output? Engagement: Do you use digital platforms and technologies to engage your audiences? Revenue: Do you make use of technology to support your income/revenue-generating objectives?
- Each of the 8 dimensions is evaluated using 'Range Statements' - essentially definitions of different stages of development for each area. Using a scale of 0 to 5, your responses are plotted onto a chart that looks like a spider web.
- This is a working copy of the ROM’s spider chart. Our digital strategy is still a draft and has not been formally accepted into ROM practices, but we have adopted in our department to guide our work. The yellow represents about 1.5 years ago, and the blue represents today. As you can see, it’s a visual way to both start the conversation at your organization and assess your progress.
- As an example, let’s take a look at the Strategy benchmark. These statements are a selection of responses to: How is digital integrated with your strategic mission and values? We start with 0: Your organisation has no strategic plan or statement of mission or purpose. And go to 5: Your organisation fully integrates the use of digital technologies to support core delivery, it’s championed at a senior level and fully supported with appropriate resources. All departments at your museum embrace technology and it’s part of the performance framework. Your strategic plan is regularly reviewed and updated.
- Which statement did you select? Where are you in the process of developing a strategy? What documents or materials did you bring with you today? Now we have defined your strengths and weaknesses, we can start the fun part… BREAK
- Were any of you at the CMA conference last year in Toronto? Did you attend Jasper Visser’s keynote? This is not a sales pitch, Cheryl and I have used this framework to run workshops and build out our own digital strategy. We believe it is an extremely valuable tool and it is FREE. I didn’t print it out for you but you can download the workbook at http://digitalengagementframework.com/ The Digital engagement framework helps you identify the value creation opportunities of digital engagement for your organisation and develop the strategies, processes and technologies to structurally engage your audience to maximize your co-created value. The Digital engagement framework is developed in close cooperation with professionals in a variety of industries, including consumer services, gaming, leisure and culture & heritage, where the framework was initially launched. Currently, it’s in use in 1000s of organisations around the world. We’ve provided you with the three foundational worksheets and we’re going to work through them together. Don’t worry, we’ll show you ours as an example to get you started!
- The Value Creation Model Long-term customer engagement only happens when the value creation is mutually beneficial and – ideally – creates a little something extra. Jasper and Jim call this the mathematics of digital engagement, where one and one should add up to more than two. The value creation model supports you to do the math. It helps you define the little something extra you want to create and the contribution from your organization and your audience to this value creation. So grab your Value Creation model worksheet. First, let’s think about your assets, *CLICK* this can be your collection, your staff, your building, anything that your institution values and sets you apart from anyone else. *Give some time to allow attendees to fill out their assets* Next, let’s think about the people you most want to connect with, for some, your marketing people may have done some audeince segmentation or demographics that you can apply here. Ours are modelled on Falk’s 5 visitor types with a slight modification that makes sense for us *CLICK*: Explorers–motivated by personal curiosity (i.e. browsers) Facilitators–motivated by other people and their needs (i.e. a parent bringing a child) Experience-Seekers–motivated by the desire to see and experience a place (i.e. tourists) Professional/Hobbyists–motivated by specific knowledge-related goals (i.e. a scholar researching a specific topic) Rechargers–motivated by a desire for a contemplative or restorative experience *Give participants 5 minutes to write down their audience groups* Now, the fun part, the co-created value. This should be close to your organization’s overall mission with a quick edit that makes sense for your digital work *CLICK, give participants time to write down their co-created value statement*
- Customer engagement is a process. It starts when you first connect with your audience – usually far away from your own organization’s channels – and reaches its pinnacle when the envisioned value is created. The engagement phases framework helps you to develop the activities needed to take your audience from merely reached to sustainably engaged. It helps you select the right channels, develop a content strategy and ultimately activate your audience to become value creating brand advocates. 1. Reach: How will you connect with your audience? Usually, this happens outside the confines of your own channels. Reach includes advertising and PR. *CLICK, give time for responses* 2. Interest: How will you interest your audience and keep their attention throughout the activity? This includes a detailed content strategy. *CLICK, give time for responses* 3. Involve: How will you initiate the value exchange between your audience and you? Involve is the simplest, most accessible level of engagement (likes, ratings, etc.). *CLICK, give time for responses* 4. Activate: Finally, how will you turn low level engagement into the high(er) level engagement needed to co-create the value you are aiming for? *CLICK, give time for responses*
- The third worksheet we have for you today is the full digital engagement framework. Digital engagement is an exercise that transforms organizations. To be successful, you’ll need the strategies, technologies and processes in place to structurally engage your customers to co-create value. The Digital Engagement Framework brings together the value exchange model, engagement phases framework and another 5 key elements to help you develop a full digital engagement strategy for your organization. Tried and tested in over 1,000 organizations worldwide, it’s the go-to resource for everyone aiming to maximize value creation with customer engagement.
- Here’s our ROM example, you can take what you wrote down in the previous two worksheets and add them here. Think about the trends in our industry right now, your overall objective and more deeply about how you plan to engage people to build a community of advocates. This framework will make more sense once you take the workbook back to your organization and run a few workshops. Cheryl and I ran two multi-level and multi-de[artment workshops and held two open, all-staff sessions with the DEF workbook before we felt comfortable to actually put our strategy on paper. We’ll give you a few minutes to fill out your DEF as best you can and then we’ll have time for DISCUSSION and Show and Tell
- Get audience into the discussion, show and tell about their DEF BREAK
- We’ve covered a lot today, and hopefully given you tools that will assist you in building a digital strategy for your museum. Before we go, let’s put together an action plan to help you keep the momentum. How will you use the tools we’ve shown you here when you get home?
- Here are a few ideas that have worked for us: Create a short presentation that summarizes what you’ve learned today and share it at your museum Share the DEF framework with your collegues Share reading materials with your manager/director Identify a small project to try the DEF framework. It will give you some practice and allow you to demonstrate its value. Don’t be afraid to start some of the work on your own. Find a strategy buddy and check in as you both work through the process! Share notes with other museums and colleagues And talk to your visitors!