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Similar a Plan, Adapt, Emerge: Unthinkable keynote to the Arts Marketing Association
Similar a Plan, Adapt, Emerge: Unthinkable keynote to the Arts Marketing Association (20)
Plan, Adapt, Emerge: Unthinkable keynote to the Arts Marketing Association
- 2. Three interlocking approaches to creating a digital content strategy Justin Spooner Matthew Shorter Unthinkable Consulting
- 5. some assumptions we are making about arts marketing marketing contributes to an overall content system there is no hard line between the promotion and the experience itself
- 6. some assumptions we are making about arts marketing arts marketing creates experiences that complement, extend and even create art arts marketing is often done by the audience
- 7. some assumptions we are making about arts marketing the art is not sacred
- 8. some assumptions we are making about arts marketing
- 9. some assumptions we are making about arts marketing
- 10. some assumptions we are making aboutdigital strategy it should describe the whole experience it should be practical content is only one piece of the puzzle the fuller picture includes staff, skills, users, tools, process, data, design and brand
- 11. some assumptions we are making about digital strategy strategy should make clear a bias for investment set open permissions to enable delivery, experiment and learning
- 12. some assumptions we are making about digital content content is one component of the experience formula if we combine our understanding of: People + Place + Time + Content + Functionality we get closer to experience
- 13. plan the combination of knowledge, process and guesswork
- 14. plan the acceptance of uncertainty
- 15. plan websites are machines, not documents
- 16. plan a good strategy should speed up the process of identifying the critical components of your plan
- 17. plan the components of a good plan aims beneficiaries benefits ideas delivery organisational target audiences user described content tasks (personas) benefits project functionality roles participants user motivations platform skills partners non-idealised device tools journeys organisation situation
- 18. plan experience aims beneficiaries benefits ideas delivery
- 19. plan Dean Rodney Singers
- 20. plan Dean Rodney Singers
- 21. plan Dean Rodney Singers
- 22. plan Smithsonian Institute 1. (Pre) visitor starts a casual online search for information on the Smithsonian. Types “visit Smithsonian” in Google search. 2. She clicks a Google result that talks about the basics when planning a trip to the Smithsonian – hours, events, exhibits, etc. 3. On the si.edu page, she sees a promo about all the “must-see” artifacts and clicks to view more. 4. She’s amazed at all the cool things on exhibit at the Smithsonian and had no idea there were this many museums! She gravitates toward those items with high user ratings and reviews. She begins adding things to a Trip Planner. 5. Her Trip Planner tells her where all of the things she’s collected so far are located. She prints out a copy and also saves it to her iPhone. 6. When finished, she’s presented the option to download a GPS-enabled phone app that gives extra info about the collections on view. 7. While viewing [x] at [x] museum, she pulls out her phone to learn more. Because it’s GPS enabled, the app shows her location and the item she’s currently viewing, and plays a behind-the-scenes video tour of [x] that are not yet on exhibit. 8. She has a question about the artifact, and browses FAQs that have been collected from citizens and answered by Smithsonian experts. 9. She takes a few pictures with her phone and shares them on Facebook. Smithsonian data is carried with it. (reference Brooklyn Museum iPhone app) 10. When she’s home, she returns to the Commons and notices that she’s earned Commons Cash. She reads a short explanation of what Commons Cash is about. She also sees related information on the items that she’s favorited while on her trip
- 24. plan Mini Operas
- 25. plan Chrome Web Lab
- 26. plan Chrome Web Lab
- 27. plan BBC APS
- 28. adapt Learning what to do by doing
- 29. adapt Noticing unplanned success
- 30. adapt Changing the plan to fit the world
- 31. adapt experience aims beneficiaries benefits ideas delivery observation evaluation
- 32. adapt users - stakeholders - technology - markets experience aims beneficiaries benefits ideas delivery observation evaluation what’s new in your world?
- 33. adapt what should you reduce? what should stay the same? what should you do more of? experience aims beneficiaries benefits ideas delivery observation evaluation what’s new in your world?
- 34. adapt the prototype loop experience benefits ideas delivery observation evaluation
- 35. adapt evolutionary nozzle design
- 36. adapt Dean Rodney Singers
- 37. adapt Chrome Web Lab
- 38. emerge How can I commission what I don’t know I want?
- 39. emerge How do we invite new ideas? Who might provide new thinking and doing? Are they our friends?
- 40. emerge relationships ideas experience aims beneficiaries benefits ideas delivery delivery observation evaluation
- 41. emerge Dean Rodney Singers
- 42. emerge Dean Rodney Singers
- 43. emerge BBC APS clickable tracklists
- 44. emergeBBC APS clickable tracklists
- 45. emerge BBC APS clickable tracklists
- 46. emerge BBC APS clickable tracklists
- 47. emerge Chrome Web Lab
- 48. plan doing three adapt things at emerge once
- 49. plan different adapt projects emerge require different orders
- 50. plan use different adapt meetings for emerge different modes
- 51. plan use different adapt people for emerge different modes
- 52. plan fold best adapt thinking from emerge projects back into the strategy
- 53. plan plan for adapt adaptation emerge and emergence
- 54. Thank you Thanks to Tellartfor visual material and stories & Fitzroy and Finn for design guidance justin@unthinkableconsulting.com matthew@unthinkableconsulting.com @theunthinkables
Notas del editor
- JWho we are, and why we are remotely qualified to talk about content strategies. BBC experienceUnthinkable Consulting: arts, culture, music, broadcast and charity sectors. Barbican, Glyndebourne, Wellcomeuser-centredThanks to AMAthree interlocking approaches….
- MThanks to Jo for introduction& Cath for inviting usThis whole session is based on what we have learned & observed over the last 15 years or so.looked back at back at methodology to discern patternsJThanks to you lot for turning upTop-level overview of what we mean.Each approach: strengthsthecombination = balance
- J
- Jcontent that an organisation creates forms part of a dynamic system in relationship to all the other content and in relationship to user experienceexample: blurb you write for an upcoming event might form a springboard for the sharing of user memories after the event – not necessarily the use you are currently anticipating.
- Jmention the two opera example: Twitter Opera & Mini operas
- Mthe art is not sacred – it is often formed in response to user needs, market conditions and available technology
- Maudience attention
- JRijksmuseum – marketing for the gallery but also being an experience of itself & not preserving sacred nature of art
- Mbe aware of people in the building, on buses, at home, on websitesshould be easy to use by your staffthe whole experience considers staff, skills, users, tools, process, data, design, brand as well content
- Mbias: more video; social platforms; a certain demographic; revenue raising; learningopen permissions: be an enabling framework for ideas, not a substitute
- Jbecause of dynamic nature of websites & digital (we are coming back to this theme)
- 10:40ishJintution – not justprocess
- J
- Mfrom our friends at Tellartwebsites look like magazines or exhibitions or TV channels they are dynamic systems – only exist in interaction with users. same is true of all contenttendency towards complexity – simplification or over-complicationcomponents & moving parts, not rigid linear sequencesmachine works if parts work
- Jdig strategy gives you materials to work with shared components across projectsA strategy helps create the plan - it provides you with ready materials
- Ja lot of the work we do with organisations focuses on these thingsmention personaspick out couple of components to talk through in more detail
- Jwe see a flow to the way you think about building experience
- 10:45ishJJustin’s roledescribe project
- Jbefore getting into a plan, we had to describe what the system wasone of a series of diagrams to understand content machine
- Jhow content machine worked over timebits missingsome holes; some betsa plan can only take us so far.
- Mdifferent kind of planSI published dig strategythis is just one component: user journey‘idealised user journey’: planning for successcreate success scenario and work backwards from that. you are not planning to fix anything broken or look outside your assumptionsoften these things describe the user as if they only live in our world
- Mwhy we like non-idealised user journeysstarting point:either existing user journeyor idealised user journey based on our new planstalk through red boxesthen last green boxMONA gallery in Tasmania does just that
- Janother example of stress testing a planENO – Mini Operas – Planning (critical friends) – rapid conceptual iteration – huge room for adaptation
- Mexplain what Chrome Web Lab is – Google, Science Museum, TellartChrome Web Lab tells our story backwards – emerge – adapt – plan v open creative brief from Google (we’ll come back to this)
- but huge amount of planningdigital projects – machines not documentsweb experience at front of diagram, physical at backway to handle complexity is working with objects & pictures – not linear structure & documents
- Msometimes core tools not contentorganisational levelsimple idea of stable, persistent web page for every programme on the BBCinherently empty of content – but that gives it power – vessel for new things. we’ll look at an example later
- 10:55ishJa plan presumes you know what to do at the start; adapt assumes that you will learn by doing & make adjustments
- Jyou need to notice the success you didn’t plan for – unintended consequencesbe careful what you measuremetrics vs intuition
- Jmention Agile
- Jfeedback loop: evaluate & observeevaluate with metrics & dataobserve with knowledge & intuitionyou might have been setting out to do the wrong thing
- Jthe ‘strategic toolkit’: a tool we offer our clientsthis process generates detailed actions, but also a feedback loop to refresh the planrequires understanding of success at start – you can always change it
- Jso – having seen what has changed in the world, what needs to change in you?
- Manother approach is figuring out the plan by doing - the prototype loop. in other words – plan – adapt – emerge don’t always go in that orderyou can plan by prototyping; you can plan to prototype and then re-planideas > small deliveries > refinementsmention agile again
- Msolving a problem by doing, not thinkingSteve Jones
- J
- Madaptation is sometimes radical not iterativenot like the nozzle storycommissioner’s attitude is keyinitial plan was marble run / science of speedrealised most interesting question was how can user have interaction with kinetic sculpturedeveloped concept of how the web worksthen 5-experiment web connected exhibitteam gelled through this phase. had they done more abstract analysis earlier on they might have wasted more time – and had less fun.
- J
- 11:03ishJ
- Jdo you have a process or a forum by which new ideas can come to you?do you ask for them?do you communicate what problems you are trying to solve?do you know the right people?are you opening up your data?set the right kind of environment up – it’s the only thing you can control!set your permissions to openWho is innovating in this field? Do we have a relationship with them? Are they our friends?How do we invite new ideas??Do we only commission what we want or are we happy to be told what we should have?What small discoveries have we made? What are we learning from failureHow can I commission what I don’t know I want?Unanchored innovation
- Jyou have your planned processideas will emerge from new relationships & contextsexamples of emergent environments:BBC Connected StudiosBarbican’s policy of reaching out to the digital community on its doorstepHeart n Soul fostering its relationship with Goldsmiths
- Jplan for core project, but then massively open brief for installation in SC.emergent process – Goldsmiths; students etc. ideas from all over the place. primary school. new DJ mixing software
- Jand here it is
- Mshow & explain the functionality
- Mshow & explain the functionality
- Mthere was no plan for clickable tracklists2 reasons why they happenedAPS was hospitable to emergenceBBC was hospitable to emergence10% timeprototypingI built a plan for it after I saw it – not before
- Mthere was no plan for clickable tracklists2 reasons why they happenedAPS was hospitable to emergenceBBC was hospitable to emergence10% timeprototypingI built a plan for it after I saw it – not beforeorganisation-based – no end in sightsmaller orgs might need to make space outside
- Magain – sometimes the journey can go from emergence to planGoogle’s brief for the CWL was very loose. it was about using a palette of materials. there was plenty of scope for interpretationthis project became so very creative because it commissioned in a creative wayGoogle was great because they trusted, supported and participated in this design process. They never questioned our leaving behind early experiments, prototypes, concepts for better ones - never any worry that we were wasting time or resources if we didn't keep everything. www itself extremely emergentas commissioners – think about controlling only what you need to control to guarantee good management.allow freedom
- 11:10ishJ from here – outlining some tactics for applying the schemaUsing all three methods means you won’t find yourself having to ignore great ideas because you have planned all your resources away.
- J