1. Building Transparency
with Transparency
Making the Smithsonian’s Web and New Media Strategy

2. Preamble
• Twitter: @mpedson,
• Slides and other good stuff at slideshare.net/edsonm
• Join us at http://smithsonian-webstrategy.wikispaces.com
• Beware…The opinions in this presentation are mine,
not the official policy/strategy of the Smithsonian…
• We’re a little bird
• How is this good for you as…
– A technologist? (How can you help us do this?)
– An enthusiast? A re-user? A citizen?

3. • Annotated text of "Imagining a Smithsonian Commons" on slideshare
• PowerPoint slides of "Imagining a Smithsonian Commons" on slideshare
• Video of the talk at Computers in Libraries, 2009
[video available upon request]

4. The Case for Change
The next 20 slides (15
minutes) lay out the
case for change and
“urgency”
Then, we’ll talk
about the
strategy/change
process Then we’ll talk about
what the strategy
might look like

5. A Model Institution

6. A Model Institution

7. A Model Institution
Visitors
Customers
Collaborators
Contributors
Champions
Critics
Competitors

8. A Model Institution
What example shall we provide?

9. A Model Institution
What do you do?

10. The Un-Common Institution

11. The Un-Common Institution

12. The Un-Common Institution
99% decentralized

13. The Un-Common Institution
A “thousand wildflowers…”

14. The Un-Common Institution

15. The Un-Common Institution
• Search and findability
• Usability and branding
• Web 2.0 patterns
• Platform development/maintenance
• Duplication of effort
Nobody would design a world-class institution like this!

16. Vexatious Phenomena

17. Vexatious Phenomena
Unexpected Rivals in Google Search
Google Images
Wikipedia
Ocean.com
Discoveryeducation.com
NASA
Enchantedlearning.com

18. Vexatious Phenomena
Unexpected Rivals in Reach
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com
Google Images
Wikipedia
Ocean.com

19. Vexatious Phenomena
Unexpected Rivals in Reach
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com

20. Vexatious Phenomena
Traffic Trending Down

21. Vexatious Phenomena
Brand Identity

22. Vexatious Phenomena
We’re competing with… everybody!

23. Vexatious Phenomena
We’re competing with… everybody!

24. Vexatious Phenomena
We’re competing with… everybody!

25. Vexatious Phenomena
The Demographic Tsunami
0
10
20
30
40
50
60
70
80
90
Ages 12-
17
Ages 18-
29
Ages 30-
38
Ages 39-
48
Ages 49-
60
Ages 61-
69
Ages 70+
Percentage
Online Content Creation by Age
Internet users
November 2007 data: Pew Internet and American Life Project

26. Vexatious Phenomena
The Demographic Tsunami
“Everything we hear from people we interview is
that today’s consumers draw no distinctions
between an organization’s Web site and their
traditional bricks-and-mortar presence: both
must be excellent for either to be excellent.”
Lee Rainie
Pew Internet and American Life Project

27. A Model Institution
http://www.youtube.com/watch?v=N5x4Sga0d1s

28. A Model Institution
What example shall we provide?

29. A Model Institution
(What do you do?)

30. Let’s Make Strategy!
How?

31. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Strategy
Execution
Strategy
Process

32. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions

33. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Pockets of excellence, but…

34. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
How Many Succeed?
How many times have you
seen one used as a tool that
does work?
Often Ineffective for
prioritizing short-term
opportunities
Not actionable

35. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Innovation at the Edges:
A Commons in the Middle
See “Imagining a Smithsonian Commons
on slideshare.net/edsonm
Flickr Commons, Creative
Commons, MIT OCW
Where do the smartest
people work? (for someone
else)-- Where will innovation
take place? In 100k garages!

36. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Stratified water temperature
acts as a barrier

37. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Knowledge, communication,
action models are different
Management
Practitioners

38. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Messages get distorted, lost

39. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Messages get distorted, lost

40. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
The model of
“enduring wisdom”
vs
“the wisdom of crowds”

41. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Example of DIY knowledge
creation: The Shadow Divers

42. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
The Shadow Divers

43. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Richie Kohler and John Chatterton
See slide notes for extended quote about
knowledge advanced by “amateurs”

44. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
My neighbor JG has a small
business giving hands-on
science talks to elementary
school classrooms.
…The Smithsonian isn’t
helping her, and it should.

45. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Capability Maturity Model
Framework for understanding what
projects you’re capable of doing
More at http://slideshare.net/edsonm

46. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Generally low process
maturity across the org
More at http://slideshare.net/edsonm

47. SI Position
Past Strategies
Edge Innovation/
Commons
Thermocline
Learning Model
Shadow Divers & JG
Process Maturity
Local Conditions
Strategy
Execution
Strategy
Process

48. Strategy
Execution
Strategy
Process

49. Strategy
Execution
Strategy
Process
September, 2008:
“How to make Web and New
Media Strategy” posted to
internal blog
Workshop-to-wiki
Public
Fast
Transparent

50. Strategy
Execution
Strategy
Process
• Faster than traditional committee-
driven process
• Increase size of brain trust
• Improve the odds for change
• Improve odds for execution (public
promises not easily forgotten)
• Outside champions more likely to
support “commons” goals than status-
quo insiders
• Walking the Talk vis-à-vis
crowdsourcing and innovation model
• “You get what you practice”
The advantages of public,
fast, and transparent
This is THE most important slide
(OK, I’m burying my lead, but the context is important)

51. Strategy
Execution
Strategy
Process
October 2008
“What I Heard and What I’ll
Tell Senior Management”
posted to Internal Blog
Blessing and advice from
practitioners:
Fast, transparent, public
GOVERNANCE!
SUPPORT
ACTIONABLE
…last chance dude

52. Strategy
Execution
Strategy
Process
What Actually Happened?

53. Internal Blog/Wiki/Listserv
152 posts to internal blog

54. Internal Blog/Wiki/Listserv
Classic blog/wiki playbook

55. Internal Blog/Wiki/Listserv
Classic blog/wiki playbook

56. Internal Blog/Wiki/Listserv
Classic blog/wiki playbook

57. Steering Committee
• Breakthrough! A FAQ on a Wiki instead of a charter!!!

58. Steering Committee
• Breakthrough! A FAQ on a Wiki instead of a charter!!!
Q: How is the committee going to make good decisions about leading-edge
technologies and the inherent positive and negative of internet trends when
they are not themselves internet experts?
A: It’s not going to be easy. We recognize that we aren’t experts and we may
take missteps along the way. That’s why we will be seeking advice from many
sources including internal practitioners and external leaders. We will also work
to expand knowledge of our audiences and what actual users think of the
Institution’s web and new media initiatives. The committee also recognizes the
need to establish pan-Institutional working groups to address specific issues and
opportunities, in much the same way as OCIO has established collaborative
Technical Working Groups (TWGs) to make hardware and software decisions in
recent years.

59. Smithsonian 2.0

60. Smithsonian 2.0

61. Process: Workshops to Wiki
Http://smithsonian-webstrategy.wikispaces.com

62. Deliverables/Success Factors/Risks
http://smithsonian-webstrategy.wikispaces.com/Deliverables,+Success+Factors,+Risks

63. Deliverables/Success Factors/Risks
• Deliverables
– Vibrant productive wiki that demonstrates
– Capture current 2.0-esque activities
– 10-page exec summary
• Success (how we measure it)
– Deliver clear, actionable recommendations
– Recommendations include viable options for moving forward with no budget increase (as well as
creating opportunities for outside funding)
– Recommendations are approved
– Recommendations incorporated into pan-SI strategic plan
– Internal staff report high satisfaction with process (via workshop assessment survey, buzz)
– Workshops fully subscribed
– > 10 VIP external contributors to the wiki
– > 5 SI 2.0 external participants contribute via blog/wiki
– Smooth connection with pan-SI strategy process

64. Deliverables/Success Factors/Risks
• Risks (and mitigation)
– Audience
– BOGSAT (Bunch of Guys/Gals Sitting Around Talking)
– Fixated on "Web 2.0“
– Loss of control
– Hidden agendas, inaccuracies and falsehoods
– Sensitive or proprietary information is exposed to the
public

65. Process: Workshops to Wiki

66. Process: Workshops to Wiki
Process at-a-glance
“The main intent of the workshops is to move relevant
information to the wiki where it can be openly
evaluated, sifted, weighed, and considered by all.”

67. Process: Workshops to Wiki

68. Process: Workshops to Wiki
Real-time notes
are being posted
to the public wiki
in plain view

69. Process: Workshops to Wiki

70. Process: Workshops to Wiki

71. Process: Workshops to Wiki

72. Public-Facing Wiki
• Improvement/synthesis over time
Original
workshop
notes

73. Public-Facing Wiki
• Improvement/synthesis over time
Added highlight,
Action Required

74. Public-Facing Wiki
• Improvement/synthesis over time
Attendee says
“wait a minute!”

75. Public-Facing Wiki
• Improvement/synthesis over time
Apology and re-
cast original
assertion

76. Public-Facing Wiki
• Improvement/synthesis over time
Another user
synthesizes core
question: How do
units break out
these costs?

77. YouTube: Voice Your Vision
http://www.youtube.com/groups_layout?name=SmithsonianVision

78. YouTube: Voice Your Vision
http://www.youtube.com/groups_layout?name=SmithsonianVision

79. YouTube: Mashup
http://www.youtube.com/watch?v=MTJ8u2HGtrs
Visitors, video responses, Science Commons

80. Twitter: #si20

81. Schedule/Workflow
This part of the process became
committee-centric, and took a month
longer than anticipated. My bad.

82. Workshop Evaluations
URL sent to every participant

83. Workshop Evaluations
Results and “I heard you” posted to public wiki

84. Workshop Evaluations
Some very constructive. Some real
anger/frustration too!
Comments:

85. Transparency—don’t blink!
Draft Strategy was out in the
open May 12th… Then it
disappeared into a committee
process. I was hoping to avoid
this, I blinked, and it’s a slow,
patient task to open it up again.
(But… should strategy-creation
be confidential, slow and
patient…? Probably yes,
sometimes)
This is the SECOND most important slide (OK, I’m burying my lead again)

86. Paper Chase/Committee Process
“silent, deep, and slow”

87. Paper Chase/Committee Process
“silent, deep, and slow”
“Silent and Deep”
necessary? No.
Slow necessary? At
some point in the
process, yes.

88. Strategy
Execution
Strategy
Process
Three Themes
Eight Goals
54 Tactical Recommendations
Leo Mullen of
Navigation Arts came
up with this structure
and authored the
base strategy

89. Strategy
Execution
Strategy
Process
Three Themes
Eight Goals
54 Tactical Recommendations
Note: This is all unofficial
and preliminary until it’s
posted to our public Wiki:
http://smithsonian-
wikispaces.com

90. Strategy
Execution
Strategy
Process
Three Themes
Update the Smithsonian
Digital Experience
Update the Smithsonian
Learning Model
Balance Autonomy and
Control within SI
Preliminary
DRAFT

91. Strategy
Execution
Strategy
Process
Eight Goals
Mission
Brand
Learning
Experience
Interpretation
Business Model
Technology
Governance
Preliminary
DRAFT

92. Strategy
Execution
Strategy
Process
54 Recommendations
… with 5 “do next” items
1. Post doc to wiki
2. Synchronize with other
strategy efforts
3. Appoint a leader
4. Develop a tactical road
map
5. Embrace the Smithsonian
Commons
Preliminary
DRAFT

93. Strategy
Execution
Strategy
Process
54 Recommendations
The Smithsonian Commons as
the centerpiece of the
strategy: “Facilitate learning,
creativity, innovation through
open access to Smithsonian
collections, resources, and
communities.”
Preliminary
DRAFT

94. Strategy
Execution
Strategy
Process
54 Recommendations
The Smithsonian Commons as
the centerpiece of the
strategy: “Facilitate learning,
creativity, innovation through
open access to Smithsonian
collections, resources, and
communities.”
Preliminary
DRAFT
See http://smithsonian-
webstrategy.wikispaces.com
in coming weeks for Strategy
version 1.0

95. Strategy
Execution
Strategy
Process
Most Strategies Fail.
Gulp.
“You know Michael,
we have about a 3%
chance of executing
any strategy we
come up with…”
-- A Talented Web Strategist

96. Don’t forget about
us!!!

97. Past Strategies
SI Position
Edge Innovation/
Commons
Thermocline
Innovation Model
Shadow Divers & JG
Process Maturity
Local Conditions
Strategy
Execution
Strategy
Process