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Strategic Planning for Digital Success
How the Big Picture Guides Successful Execution
#MCN2014 #MuseDigStrat
think big start small create
Mike Osswald [email protected] @mobial
Mike Osswald VP of Experience Innovation, Hanson Inc.
Anne BennettCIO, Toledo Museum of Art
Rich CherryDeputy Director, The Broad Art Foundation
Douglas Hegley Director of Media & Technology, Minneapolis Institute of Arts
#MCN2014 #MuseDigStrat
Strategic PlanningDigital
#MCN2014 #MuseDigStrat
Robert Neubecker, WSJ
Hanson’s Methodology
Digital StrategicPlanning
Gain full understanding of business goals and audience desires to evolve a long-term digital strategy
Define and prioritize business/audience requirements
Translate them to the functional and technical solution designs
A three-step process to break a complex project into “mini-projects” — ensuring the most flexible and adaptable project execution – adaptable to your team
Solution Design
BusinessRequirements
Definition Final
Testing
&
Launch
Project Execution
Iterative Development Plan & Design | Develop | Test
Overarching Strategy
Ongoing Measurement, Campaigns, Events, Exhibitions
FOUNDATIONS DAM COLLECTION MGMT EXHIBITIONS INTRANET
Hanson’s Methodology
Digital StrategicPlanning
Overarching Strategy
Develop • Graphic
production • Application
coding • Metric tagging
& integration • Write test
scenarios/plans
Plan & Design • Functional
Specifications,Wireframes & Prototypes
• Content • Interaction Details • Copy and SEO
Documents • Visual Design Comps • Design Templates
Test • Internal &
client testing
• Resolution and revisions
Requirements Identification and Prioritization Solution Design • Journey Mapping
• Content / Functionality Assessment
• Usability Testing
• Metrics Planning
• Scope Identification & Prioritization
• Marketing & Launch Planning
• Process Design
• Stakeholder Workshops
• Audience Research • User Interviews • Market Research • Competitive
Benchmarking • Digital Brand
Assessment • Technology
Assessment • Success Planning • Governance, Workflow
and Resource Planning
Solution Design
BusinessRequirements
Definition Final
Testing
&
Launch
Project Execution
Iterative Development Plan & Design | Develop | Test
Digital Strategic Planning
Digital StrategicPlanning
Overarching Strategy
• Team, Project Alignment and Preparation
• Stakeholder Workshops
• Audience Research / User Interviews
• Persona Definition
• Market/Community Research
• Best Practices / Benchmarking
• Current Content and Functionality Inventory
• Digital Brand Assessment
• Technology and Internal Assessment
• Success Planning
• Governance, Workflow & Resource Planning
• Next Steps
Digital Strategic Planning
• Team, Project Alignment and Preparation
• Stakeholder Workshops
• Audience Research / User Interviews
• Persona Definition
• Market/Community Research
• Best Practices / Benchmarking
• Current Content and Functionality Inventory
• Digital Brand Assessment
• Technology and Internal Assessment
• Success Planning
• Governance, Workflow & Resource Planning
• Next Steps
How does Digital fit into Strategy?
Who owns this?
Who do we serve?
How are we doing?
How do we get there?
How does Digital fit into Strategy?
How does Digital fit into Strategy?
•Leadership
•Structure
•Strategic Alignment
Let’s conduct a comprehensive search to hire a seasoned executive leader to head an initiative to
plan for a committee to oversee a task force dedicated to the implementation of state-of-
the-art technological solutions based on industry standards and implemented by a cross-disciplinary
team spear-headed by a dedicated manager and augmented by a carefully-selected team of outside
experts who can create the synergy necessary to blah blah blah and spend every last cent
until there is truly nothing left at all
etc.
Director of Technology?
Technology: Strategic?
• Central (not peripheral)
• Essential (not preferable)
• Vital to the sustainability of the organization
from: The Strong National Museum of Play
Douglas(Hegley(Director(of(Technology(
Steve(Scidmore(
Informa9on(Systems(Manager(
Mike(Tibbe=s(
Systems(Engineer(
Mike(Dust(Head(of(((
Interac9ve(Media((&(Sr.(Producer(
Frances(LloydD(Baynes(
Content(Database(Specialist(
Ryan(Jensen(
Systems(Support(Technician(
Rose(Nelson(Desktop(Support(
Technician(I(
Andrew(David(Head(of(SoMware(
Development(
Meaghan(Tongen(Office(Admin/(
(Project(Coordinator(
Media(and(Technology(November(2014(
Managers(
Technical(Leads(
Staff(
Jeff(Kearns(PartD9me(AV(Support(
Technician(
Brian(Tighe(PartD9me(AV(Support((Technician(
Misty(Havens(
Web(Developer(I(
Kjell(Olsen(
Web(Developer(I(
Notes on recent changes: Hired: Misty Havens, Web Dev I. Staff position count = 19 FT, 6 PT, 2 interns.
Paige(Patet(PartD9me(Project(Assistant(
<Open>(Intern(
Mike((Mouw(Proj.(Mgr.(
TDX(((PT/Temp)(
Ryan(Lee(Media(
Produc9on(Lead(
Xiaolu((Wang(Media(
Produc9on(Assistant(
Jennifer(Jurgens(
Graphic(DesignerD(Web/(
Interac9ve(Media(
Dan((Dennehy(
Head(of(Visual(Resources(
Charles((Walbridge(
Associate(Photographer(
Ana((Taylor(Assistant(
Photographer(
Josh((Lynn(Digital(
Produc9on(Assistant(
Heidi(Raatz(Visual(
Resources(Librarian(
Wya=(Lasky(
P/t(Produc9on(Assistant(
Ryan(McCautry(
Intern(
<Open>(PartD9me(
ECM(Project(Developer(
You Want Strategy?
TMA Strategic Objectives• Expanding Access to the Collections
– Continue to expand access to the museum’s collection through by integrating new media technologies, and art interpretation materials into our permanent displays and exhibitions.
• Teaching Visual Literacy– All of our current strategic objectives aim toward this goal. Teaching Visual Literacy is
fundamental for shaping today's youth into tomorrow’s leaders.
• Increasing Visibility– To increase awareness of the Toledo Museum of Art locally, nationally and internationally,
we have increased our use of social media, promoted the museum’s membership program, and utilized focused marketing efforts around exhibitions and high profile events.
• Developing Museum Assets– To promote the knowledge and expertise of our staff and foster improvements to our
physical plant and environment.
• Working with Artists– In our continuous effort to expand and cultivate the museum’s relationships with artists we
have devised programs that work specifically with artists through artist-in-residence programs, masters series lectures, and exhibitions featuring onsite instillations.
9
Who owns this?
Who owns this?
•Stakeholder Workshops
•Cross-organization teams
Who owns this?
• Stakeholder Workshops topics: – Mission & Vision, Work Processes, and Technical Systems
• Major themes: – Important Considerations and Primary Goals
– Physical/Digital Opportunities in the Museum
– Physical/Digital Opportunities outside the Museum
– Serving all Visitors
– Supporting Teaching and Learning
– Need for Feedback, Actionable Insight, Research
– Need for Internal Collaboration
– Technical Opportunities
WHAT WE HEARDKEY FINDINGS
“Our biggest asset is the collection and you can’t really access information very easily or very well. It’s really hard to collect information to create learning experiences.”
“We want do a better job of helping visitors make connections between objects that are not obvious, or that we could never bring into the same space.”
“We want to provide interactive, exploratory activities ... use technology to enhance the hands on, physical experiences for everyone.”
“Our overall goal is to create stronger educational opportunities through richer, digital interaction with TMA’s collection.”
“All systems should be talking to each together, we need to coordinate data across many places.”
“We need an intranet. There’s a lot of information and we don’t know who has it, where it is located, and what is current – it’s totally missing. We need process, workflow and capture priorities for different departments and understand who does what.”
“We need to give guests the opportunity to customize and personalize their tours ... and provide pre-made tours of different types and time allotments ... lead visitors to art in our collection, provide guests with greater and unique object information.”
“We need to consider different cultures and how they respond to art and exhibitions – this is a very high priority to serve our community.”
“We need to measure and have actionable insight – we want to support many audiences, types of people and be inclusive, but we’re not exactly sure who our audience is.”
Who owns this?
•Stakeholder Workshops
•Cross-organization teams
Who do we serve?
Who do we serve?
•Audience Research / User Interviews
•Persona Definition
•Market/Community Research
Museums are Awesome!
Some Personas
Unstructured Visitors
Driven Learners
Structured Visitors Socialites Art Insiders Educators
45+ Ambassadors
Donors
24-45
Self Directed
Motivated
Come for themselves
Bring friends/family/dates
Come because of something
Bring their kids
Making/doing (less looking)
Artists
Docents
Critics
Employees
Teachers
Parents/Assistants
GENERAL PUBLIC
THE ENGAGED, CURIOUS
NICHE
PARTICIPANTS
Surface swimmers
Snorkelers
Scuba divers
Content: Layers of Information
CONTEXT Introduction What is this?
Why does it matter?
CONTENT Narratives & stories
From surface to complex Tell me more …
EXPERTISE Deep, rich
Scholarly research The foundation of details & facts
Invite, welcome
Inspire, delight
Inform
INFORMATION
Who do we serve?
•Audience Research / User Interviews
•Persona Definition
•Market/Community Research
How are we doing?
How are we doing?
•Best Practices / Benchmarking
•Current Content and Functionality Inventory
•Digital Brand Assessment
•Technology and Internal Assessment
•Success Planning
How do we keep going?
How do we keep going?
•Governance, Workflow & Resource Planning
•Next Steps
Thank You!
#MCN2014 #MuseDigStrat
Mike Osswald [email protected] @mobial
think big start small create
