A 15 minute overview of the Smithsonian Institution's Web and New Media Strategy and the drivers and process behind it. Part of the "strategery" [sic] session at the Museum Computer Network conference, November 13, 2009.

1. Smithsonian Web and New Media StrategyDrivers, Process, and Execution …in 15 minutes or less The Reduced Shakespeare Version Museum Computer NetworkStrategery [sic]November 13, 2009 Portland, OR Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson

2. Preamble Twitter: @mpedson http://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… (My M.O. is to drive change by building a sense of urgency) We’re a little bird

3. What to focus on in 15 minutes? A lifetime of thought and work went into this, the ideas are complex and nuanced, and I should be talking about the Smithsonian Commons… “But LynrdSkynrd has to play Freebird at every show” @SI_CTO Carmen Iannacone

4. Let’s Roll it This Way @ MCN The Strategy is online, so read it The process was pretty unusual Most of your organizations need to be making a strategy So, the thing that will make the most change in the world is to focus on HOW the strategy was made, so people can go out and build their own

5. Pain, Fear, or Opportunity Some kind of process Some kind of assertion Some kind of work How Strategy Goesin a really abstracted way of thinking

6. Pain/Fear/Opportunity Here’s what Pain, Fear, and Opportunitylook like…

7. Unexpected Rivals in Reach (July – Sept, 2009) Pain/Fear Enchantedlearning.com si.edu discoveryeducation.com ocean.com

8. Pain/Fear Unexpected Rivals in Reach (July – Sept, 2009) Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex! Enchantedlearning.com si.edu discoveryeducation.com ocean.com

9. Brand Identity Pain/Fear Brandtags.net We are the 560th of 928 brands

10. Video interviews with visitorsDo you ever use Smithsonian Web sites? No, not really http://www.youtube.com/watch?v=N5x4Sga0d1s

11. /Opportunity The Smithsonian Commons A set of resources maintained in the public sphere for the use and benefit of everyone

12. /Opportunity Focus on innovation/ discovery inside the Institution Catalyze innovation/ discovery outside the institution Joy’s Law: no matter who you are, most of The smartest people work for someone else

13. /Opportunity The Web is a fundamentally new way of getting things done The Web is a bigger megaphone

14. Many more of these in recent slides on slideshare.net/edsonm /Opportunity The Web is a fundamentally new way of getting things done The Web is a bigger megaphone

15. /Opportunity Four Grand Challenges (Brand new pan-Institutional strategy!)

16. /Opportunity Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience

17. Pain, Fear, or Opportunity Some kind of process Some kind of assertion Some kind of work

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

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

20. Internal Blog/Wiki/Listserv Classic blog/wiki/listserv playbook

21. Internal Blog/Wiki/Listserv Classic blog/wiki/listserv playbook

23. Keep focus on mobile, UX, other subtle things

24. Celebrate internal experts

27. We like transparent

28. Make it actionable

29. Thoughtful synthesis is important

31. Increase size of brain trust (Joy’s Law)

32. Improve the odds for change

33. Improve odds for execution (public promises not easily forgotten)

34. Outside champions more likely to support “commons” goals than status-quo insiders

35. Walking the Talk vis-à-vis crowdsourcing and innovation model

37. Smithsonian 2.0

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

39. Process: Workshops to Wiki

40. 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.”

41. Process: Workshops to Wiki

42. Process: Workshops to Wiki

43. Process: Workshops to Wiki As participants are speaking, what they’re saying is being typed and saved on a public wiki

44. Process: Workshops to Wiki “What I say really matters (because I know it will be seen/heard after the meeting ends)”

45. Process: Workshops to Wiki “Not everything that matters will get said in the next hour by the people in this room. The wiki encourages thoughtful synthesis and new ideas”

46. Process: Workshops to Wiki Highlighting “actions required” and important themes, post workshop.

47. Process: Workshops to Wiki

48. Process: Workshops to Wiki

49. Process: Workshops to Wiki Outside comments, post workshop. (M. Morgan @ met?)

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

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

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

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

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

55. YouTube: Voice Your Vision

56. Twitter: #si20

57. Risks? Of course! So, what do you do…? …List them on the Wiki!

60. Pain, Fear, or Opportunity Some kind of process Some kind of assertion Some kind of work

61. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Each Goal has specific program, policy, and tactical recommendations

62. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals Example of a goal. (This one is a doozie - -- just one sentence!) “Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according” External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Each Goal has specific program, policy, and tactical recommendations

63. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals Example of a goal. (This one is a doozie - -- just one sentence!) “Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according” External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Each Goal has specific program, policy, and tactical recommendations

64. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals Example of a goal. (This one is a doozie - -- just one sentence!) “Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according” External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Each Goal has specific program, policy, and tactical recommendations

65. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals Example of a goal. (This one is a doozie - -- just one sentence!) “Once on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institution’s core activities and future: They need to be funded and managed according” External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Tactical Implementation (#1 of 6): “Recruit a pan-Institutional Web and New Media leader and give that person the decision-authority and visibility to lead change” Each Goal has specific program, policy, and tactical recommendations

66. Smithsonian Institution The Wiki is the strategy (the PDF is just a convenience download) http://smithsonian-webstrategy.wikispaces.com

67. “The impact of online collections can be greatly magnified by highlighting the knowledge and insight of Smithsonian experts…and a matrix of tools, policies, and resources that allows our audiences to be our partners in the increase and diffusion of knowledge.”

68. Old Learning Model New Learning Model

69. “Encourage and provide necessary support for staff to share their work and ideas directly with visitors though blogging, video, mobile platforms, geospatial data, and other Web and New Media formats”

70. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”

71. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”

72. “This is not to suggest that the old models of learning are irrelevant or inoperative, far from it. But the emergence of a new class of learning techniques—built on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learning—supplement those standard protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeys. ”

73. “Embrace user-generated content as an important catalyst to engagement and inquiry, particularly for younger and more Web 2.0 kinds of audiences”

74. “Governance is the kinetic exercise of management policies related to decisions that define expectations, grant power, or verify performance within an organization... ”

75. “…Successful governance and leadership are the keys to accomplishing any of thegoals in this strategic plan.”

76. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”

77. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”

78. “…a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.”

79. The Smithsonian CommonsA place to begin More detail about what a commons is and why it matters in the strategy, and via Imagining the Smithsonian Commons: 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

80. Pain, Fear, or Opportunity Some kind of process Some kind of assertion Some kind of work

81. “You know Michael, this strategy is just the part of the iceberg you can see above the water. Everything below the waterline is change management.” Leo Mullen CEO, Navigation Arts

82. Prototype We are creating a prototype to demonstrate the impact of the Smithsonian Commons concept on key audiences. (Prototype will be complete in 10 weeks.)

83. Is the Smithsonian an organization that’s been preparing to drive change? ?

84. The Change Model (Borrowed from software and social entrepreneurship) Think big, start small, move fast Focus on doing things that matters (via Tim O’Reilly) Cultural institutions exist to do work in the culture Drive change through building A Sense of Urgency (John. P. Kotter) Museum Computer NetworkStrategery [sic]November 13, 2009 Portland, OR Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson

85. The Change Model (Borrowed from software and social entrepreneurship) Think big, start small, move fast Focus on doing things that matters (via Tim O’Reilly) Cultural institutions exist to do work in the culture Drive change through building A Sense of Urgency (John. P. Kotter) Museum Computer NetworkStrategery [sic]November 13, 2009 Portland, OR Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson