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Strategic Planning for 
Digital Success 
How the Big Picture Guides 
Successful Execution 
#MCN2014 #MuseDigStrat 
Mike Os...
Mike Osswald 
VP of Experience Innovation, Hanson Inc. 
Anne Bennett 
CIO, Toledo Museum of Art 
Rich Cherry 
Deputy Direc...
Digital Strategic Planning 
#MCN2014 #MuseDigStrat
Robert Neubecker, WSJ
Hanson’s Methodology 
Digital 
Strategic 
Planning 
Gain full 
understanding of 
business goals and 
audience desires to 
...
Hanson’s Methodology 
Overarching Strategy 
Digital 
Strategic 
Planning 
Develop 
• Graphic 
production 
• Application 
c...
Digital Strategic Planning 
Overarching Strategy 
Digital 
Strategic 
Planning 
• Team, Project Alignment and Preparation ...
Digital Strategic Planning 
• Team, Project Alignment and Preparation 
• Stakeholder Workshops 
• Audience Research / User...
How does Digital fit 
into Strategy?
How does Digital fit into Strategy? 
•Leadership 
•Structure 
•Strategic Alignment
Director of Technology? 
Let’s conduct a comprehensive search to hire a 
seasoned executive leader to head an initiative t...
Technology: Strategic? 
• Central (not peripheral) 
• Essential (not preferable) 
• Vital to the sustainability of the org...
Douglas(Hegley( 
Director(of(Technology( 
Steve( 
Scidmore( 
Informa9on( 
Systems( 
Manager( 
Mike( 
Tibbe=s( 
Systems( 
E...
You Want Strategy?
TMA Strategic Objectives 
• Expanding Access to the Collections 
– Continue to expand access to the museum’s collection th...
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...
KEY FINDINGS 
WHAT WE HEARD 
“Our overall goal is to create stronger educational opportunities 
through richer, digital in...
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 
Structured 
Visitors Socialites Art Insiders Educators 
Driven 
Learners 
45+ 
Amba...
PARTICIPANTS 
GENERAL PUBLIC 
THE ENGAGED, 
CURIOUS 
NICHE 
Surface 
swimmers 
Snorkelers 
Scuba divers 
Content: Layers o...
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...
How do we keep going?
How do we keep going? 
•Governance, Workflow & Resource Planning 
•Next Steps
Thank You! 
Mike Osswald mike.osswald@mikeosswald.com @mobial 
#MCN2014 #MuseDigStrat 
think big start small create
Strategic Planning for Digital Success: Big Picture Guides Successful Execution for Museums (MCN Conference 2014)
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Strategic Planning for Digital Success: Big Picture Guides Successful Execution for Museums (MCN Conference 2014)

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The digital world we live in is effecting radical change in the habits and behaviors of all people, and all organizations of all types must learn to adapt quickly in order to provide experiences that are compelling and drive long-term engagement. Even amid tight budgets and small teams, certain approaches can help museums meet these expectations in the most effective ways. This requires having a long-term Digital Strategic Plan.

This session discussed activities, tactics and outcomes of conducting Digital Strategy Planning within the museum content and was a panel session at the Museum Computer Network 2014 conference in Dallas, Nov. 22.

On the Panel are Mike Osswald, VP of Experience Innovation at Hanson Inc., an Ohio-based full-service digital agency; Anne Bennett
, CIO, Toledo Museum of Art; Rich Cherry, 
Deputy Director, The Broad Art Foundation; and Douglas Hegley, 
Director of Media & Technology, Minneapolis Institute of Arts.

The video (audio) of this session can be heard here: https://www.youtube.com/watch?v=m6y_HET4DIs

Thanks!

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Strategic Planning for Digital Success: Big Picture Guides Successful Execution for Museums (MCN Conference 2014)

  1. 1. Strategic Planning for Digital Success How the Big Picture Guides Successful Execution #MCN2014 #MuseDigStrat Mike Osswald mike.osswald@mikeosswald.com @mobial think big start small create
  2. 2. Mike Osswald VP of Experience Innovation, Hanson Inc. Anne Bennett CIO, Toledo Museum of Art Rich Cherry Deputy Director, The Broad Art Foundation Douglas Hegley Director of Media & Technology, Minneapolis Institute of Arts #MCN2014 #MuseDigStrat
  3. 3. Digital Strategic Planning #MCN2014 #MuseDigStrat
  4. 4. Robert Neubecker, WSJ
  5. 5. Hanson’s Methodology Digital Strategic Planning Gain full understanding of business goals and audience desires to evolve a long-term digital strategy Business Requirements Definition 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 Final Testing & Launch Project Execution Iterative Development Plan & Design | Develop | Test Overarching Strategy Ongoing Measurement, Campaigns, Events, Exhibitions FOUNDATIONS DAM COLLECTION MGMT EXHIBITIONS INTRANET
  6. 6. Hanson’s Methodology Overarching Strategy Digital Strategic Planning 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 Business Requirements Definition 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 Final Testing & Launch Project Execution Iterative Development Plan & Design | Develop | Test
  7. 7. Digital Strategic Planning Overarching Strategy 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
  8. 8. 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?
  9. 9. How does Digital fit into Strategy?
  10. 10. How does Digital fit into Strategy? •Leadership •Structure •Strategic Alignment
  11. 11. Director of Technology? 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.
  12. 12. Technology: Strategic? • Central (not peripheral) • Essential (not preferable) • Vital to the sustainability of the organization from: The Strong National Museum of Play
  13. 13. 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( Paige( Patet( PartD9me( Project( Assistant( Notes on recent changes: Hired: Misty Havens, Web Dev I. Staff position count = 19 FT, 6 PT, 2 interns. <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(
  14. 14. You Want Strategy?
  15. 15. 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
  16. 16. Who owns this?
  17. 17. Who owns this? •Stakeholder Workshops •Cross-organization teams
  18. 18. 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
  19. 19. KEY FINDINGS WHAT WE HEARD “Our overall goal is to create stronger educational opportunities through richer, digital interaction with TMA’s collection.” “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.” “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.” “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 to provide interactive, exploratory activities ... use technology to enhance the hands on, physical experiences for everyone.” “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 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.” “All systems should be talking to each together, we need to coordinate data across many places.”
  20. 20. Who owns this? •Stakeholder Workshops •Cross-organization teams
  21. 21. Who do we serve?
  22. 22. Who do we serve? •Audience Research / User Interviews •Persona Definition •Market/Community Research
  23. 23. Museums are Awesome!
  24. 24. Some Personas Unstructured Visitors Structured Visitors Socialites Art Insiders Educators Driven Learners 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
  25. 25. PARTICIPANTS GENERAL PUBLIC THE ENGAGED, CURIOUS NICHE 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
  26. 26. Who do we serve? •Audience Research / User Interviews •Persona Definition •Market/Community Research
  27. 27. How are we doing?
  28. 28. How are we doing? •Best Practices / Benchmarking •Current Content and Functionality Inventory •Digital Brand Assessment •Technology and Internal Assessment •Success Planning
  29. 29. How do we keep going?
  30. 30. How do we keep going? •Governance, Workflow & Resource Planning •Next Steps
  31. 31. Thank You! Mike Osswald mike.osswald@mikeosswald.com @mobial #MCN2014 #MuseDigStrat think big start small create
  • mobial

    Nov. 26, 2014

The digital world we live in is effecting radical change in the habits and behaviors of all people, and all organizations of all types must learn to adapt quickly in order to provide experiences that are compelling and drive long-term engagement. Even amid tight budgets and small teams, certain approaches can help museums meet these expectations in the most effective ways. This requires having a long-term Digital Strategic Plan. This session discussed activities, tactics and outcomes of conducting Digital Strategy Planning within the museum content and was a panel session at the Museum Computer Network 2014 conference in Dallas, Nov. 22. On the Panel are Mike Osswald, VP of Experience Innovation at Hanson Inc., an Ohio-based full-service digital agency; Anne Bennett
, CIO, Toledo Museum of Art; Rich Cherry, 
Deputy Director, The Broad Art Foundation; and Douglas Hegley, 
Director of Media & Technology, Minneapolis Institute of Arts. The video (audio) of this session can be heard here: https://www.youtube.com/watch?v=m6y_HET4DIs Thanks!

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