Mobile guides deliver more success at museums
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This document summarizes key learnings from mobile guide implementations at various museums and cultural sites. It finds that guides can increase visitor enjoyment and learning, but have wide variation in adoption rates and outcomes. True innovation that increases success focuses on simplifying the interface, limiting choices, and improving the visitor experience through small changes rather than new technologies. For example, the Van Gogh Museum improved its mobile guide program by removing friction from the distribution process and focusing content on what visitors found most important to learn. This led to increased guide usage and more meaningful learning experiences for visitors.
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Mobile guides deliver more success at museums
- 1. @FranklyGW Created for: Presented by: Date issued: DLNET Alyson Webb 30th July 2015
- 2. @FranklyGW Sharing a few things we’ve learnt recently…
- 3. @FranklyGW
- 4. @FranklyGW Visitors using a mobile guide are more likely to report their visit was “better than expected”
- 5. @FranklyGW Majority of visitors using a mobile guide report that they: 1.Enjoy their visit more 2.Learn more 3.Explore more
- 6. @FranklyGW So, guides on the whole are delivering*... *Actually, not quite
- 7. @FranklyGW They don’t always deliver on what matters to an organisation. Wide variation in: •Take up rates •Extent of use •Learning outcomes •Behaviours •Usability Organisations want more success…
- 8. @FranklyGW More Success = Innovation = Different device = Additional media = New Functionality = More choice & personalisation Assumption…
- 9. @FranklyGW "Empathy for our visitors is the kind of radical innovation that our Board can't handle - they want iBeacons” Anonymous, Head of Digital
- 10. @FranklyGW No Correlation between usage or outcomes Evidence… More success = Innovation ≠ Different Device ≠ Additional Media ≠ New Functionality ≠ More choice & personalisation
- 11. @FranklyGW Frankly, Green + Webb First step to Improvement = Identifying the causes of success & failure
- 12. @FranklyGW “Small boring stuff can have a massive impact” Lindsey Green
- 13. @FranklyGW “Digital transformation is not about heroic interventions and brilliant ideas, its about teams, users and iteration. It’s kind of boring” Russell Davies, Director of Strategy, Government Digital Service
- 14. @FranklyGW 2601 Stops 25 Trails & Tours The Met Mobile Guide Maximum choice Maximum flexibility
- 15. @FranklyGW
- 16. @FranklyGW Digging a little deeper “I think that they’re just dual numbers and I don’t understand why they would have that because I’m sure 3806…is going to give me the same audio (enters 3806 and listens) Yeah, it was the same thing except a different voice.” Lucy
- 17. @FranklyGW Innovation = More Success = Simplifying the interface = Limiting choices = Improved labeling For the Met…
- 18. @FranklyGW The Van Gogh Museum: A New Service 18
- 19. @FranklyGW Success was… 1.Improve the visitor experience 2.Improve the take-up rate
- 20. @FranklyGW How can we make this moment as frictionless as possible? Can we halve the time it takes to hand out?
- 22. @FranklyGW Human Staff trained to re-assure but not instruct
- 23. @FranklyGW Content Content based on what was important to the visitor 1.How long it takes 2.What is offered 3.What they do
- 24. @FranklyGW Innovation = More Success = Removing friction = Choreographing the service = Creating meaningful instructions For the Van Gogh Museum…
- 25. @FranklyGW More Success = Innovation = Increasing usage = Increasing learning = Increasing profit For the Van Gogh Museum…
- 26. @FranklyGW [so the guide said] “notice in these paintings that his eyes are different colours in some of the paintings… it’s something I would not have noticed just walking by, so I was quite sold on it quite quickly. I thought okay, this is working for me. So I stuck with it all the way through”
- 27. @FranklyGW “I felt Van Gogh Was this crazy man with his psychiatric issues but here I learn that he was really not … [he was] self made, he was learning steadily from his surroundings and experimenting and developing his techniques”
- 28. @FranklyGW “I liked how the Guide emphasised his fascination with life and friends and colour and birth. A lot of the stereotypes are of him as a dark depressed artist. This showed much more of who he was. In a way its more tragic…”
- 29. @FranklyGW e: alyson@franklygreenwebb.com e: lindsey@franklygreenweeb.com t: @FranklyGW Images thanks to Flickr Commons: The hidden treasures of the Worlds Public Archives http://www.flickr.com/commons Created for: Presented by: Date issued: REACT Inspiration Day Lindsey Green 18th June 2012
Notas do Editor
- Its lovely to be here. I’m from Frankly, Green + Webb. We work with Museums, galleries and historic sites to help them use more effectively Our work is a mixture of evaluation, design research, strategic planning, concept development and getting in up to our elbows in the implementation.
- I confess that, in reflecting on that time, I was tempted to talk about the big stuff – the importance of strategy and the need for organizational change. We’ve seen a lot of that. And I find it a fascinating set of challenges. But my partner in crime – Lindsey Green – pointed out that while all this was true – and important – very few of us have the ability to do anything about it and even if you do, it’s a bit like being confronted with an elephant on your plate - its hard to know where to take the first bite and the results are often far from plessant. And that was a truth I couldn’t get away from. So I asked myself what had we seen and learnt over the last year that any of us could actually do something about.
- Over the last few years we have carried out 8 studies of mobile guides as well as a peer review of heritage organiations and their use of guides. These mobile learning projects have included audio, multimedia and games, museum devices and visitors’ own. They’ve been at sites as diverse as a natural history museum, art galleries and historic sites from a castle to a ship. Across all those sites we’ve seen one consistent result.
- Visitors using a mobile guide are more likely to report a better than expected visit than non-users. Across all the studies visitors consistently report enjoying their visit more, learning more and exploring
- Visitors using a mobile guide are more likely to report a better than expected visit than non-users. Across all the studies visitors consistently report enjoying their visit more, learning more and exploring
- But when we dig below the surface we see that the degree to which they succeed and the way in which they succeed varies widely. This affects: Extent of use Take up rates Learning outcomes Usability THESE ARE THE KINDS OF THINGS PEOPLE WANT TO SEE – SIGNS OF SUCCESS AND SOME GUIDES HABE A HIGH TAKE UP RATE, SOME HAVE A LOW SOME HABE GREAT LEARNING OUTCOMES AND OTHERS DON’T UNDERNEATH THE SURFACE SOME OF THE GUIDES ARENT PERFORMING ON MATTERS THAT REALLY MATTER TO THE ORGANIATION
- Now, of course, this isn’t entirely new news – I suspect that most of you – like me – believe that mobile interpretation is a ‘good’ thing and that there are some experiences better than others and we’ve been trying to improve But, over the last 20 years or so improvement has typically been described in our sector as an innovation issue. We needed a new platform, new types of content, personalisation, it should be on visitor devices not museum devices and so on.
- In fact, as one of our clients commented this year sometimes its more risky as professionals to suggest innovation in any way other than technology!
- But the fact is that in all our studies we have not been able find any correlation between either level of use or outcomes
- Why is this? Well, I think quite often we simply didn’t understand the root causes of either success or failure and found it all too tempting to believe that innovation in the digital technology could transform the results. NEW TECHNOLOGY IS OFTEN THE THING THAT GETS PRESS, AWARDS – funding!!!! - IT’S THE THING THAT IS TANGIBLE, IT’S EXCITING – it’s easy to assume innovation means all of those things IVE BEEN PART OF THOSE TEAMS AND PROJECTS AND HAVE THE SCARS TO SHOW IT – at its best its exciting and energising But now -- as we begin to see the frankly disappointing results of some of those changes it is becoming clear that mobile learning is in fact a complex eco-system where – as Lindsey put it to me recently…
- Russell Davies, Director of Strategy, Government Digital Service – who is arguably delivering some of the most significant digital transformation in this country, puts it a little differently but I think it boils down to the same idea: Today I’d like to share a couple of short stories from projects over the last year that explore the importance of small boring stuff that has a big impact – and solutions that eschew the obviously innovative and the shiny for getting things to work really well. Suggesting we might need fewer brilliant ideas and less innovation and that I going to talk for the next 20 minutes about boring stuff… well that’s a scary thing to say to a room full of museum digital learning types but I’m going to go for it and see what you think…
- So the first story comes from a project we ran for the Met in New York. This project was an evaluation of their mobile guide service - an important opportunity to take a more strategic look at the service, to understand how it was performing and to inform their next steps. We ran a large scale quantitative survey and qualitative interviews in three languages and a usability study with visitors using the devices in the galleries. As we all Know the Met is big, their offer as a Museum is big and the offer on the guide was similarly large. The team were acutely conscious of the scale of the Museum and aware that visitors use the collection in many different ways When the service was designed the Museum felt that a real strength of the digital platform its ability to offer choice and flexibility – to meet the needs of a wide range of visitors, to allow personalisation of experience As a result the guide is designed to enable visitors to access any content – random access or trail – at any point – to join a trail at any time not just from the beginning and to facilitate that each stop on each trail has a different number At the point where we carried out the evaluation they thought they might need to add new types of content – there was a lot of interest in the Museum around video for example – or to offer new functionality. This is what innovation and improvement looked like
- Now there’s a lot to share about the project but – in the spirit of small boring stuff that has a big impact, I want to focus on just one moment of the visitor experience – the point at which they are in front of the object and looking at the object label Here’s an example of a label for a sculpture This is what the maximum choice and maximum flexibility looks like for a visitor Here there are three options to choose from – at times there are more Let’s now meet Lucy
- Lucy was one of our usability testers and here we have a quote from her we asked her how she understood the stop numbers on this label She told us that the second number with the F – was a tour that she needed to have joined earlier When Laura – who was running the interviews - asked her what would happen if she tried to access the stop now – she said I think I’d get an error message. Laura asked her to try it and she said “but there’s no “F” on my keypad. Laura suggested that she enter the number on her keypad anyway. and the message starts playing, Lucy says what’s going on here? Laura said what is going on here? And that’s when she said – I think they’re just dual numbers and I don’t understand why they would have that because I’m sure that 3806 is going to give me the same audio So what does the “F” mean – it stands for family guide – though – crucially - on the guide the trail is called the “Kids tour” Lucy has sort of identified there are trails but not engaged with them or tried one – in fact over 90% of all stops selected by visitors are via the keypad not as part of a trail And she has no means of figuring out what these labels mean Furthermore, the study showed that the visitors had no idea what the trails offered – how do you choose between the architecture tour, the Costume tour, Greek and Roman etc. 4 out of 5 guide users are first time visitors – they just want to make the most of their visit
- The challenge we have here is that the ideal for the museum is to offer as much choice and flexibility as possible at all times – to never shut down a possibility. Like many of us they were trying to do their best for the visitors By through the unstructured usability testing in the galleries, effectively just watching and speaking to visitors, we saw the difficulty visitors had in making choices and in understanding how the content on the guide aligned with their needs and interests and where they were in the building in the moment. We often see that public service organisations feel an obligation to maximise what is offered to the public. [Innovation to the Met meant better content, which to them meant more video.] After feeling what it was like to be faced with choices, trying to decypher all the different options, it was actually about simplifying the choices making them easier to make. This happened as small changes throughout the service – simplyfying the interface, limiting the number of trails and making labelling simpler to understand. Nothing ground breaking but for visitors the difference between feeling completely and utterly perplexed or totally in control of the experience – ultimately able to focus on what the Met actually had to say. And there are clearly moments when that is good and appropriate. But in mobile learning, that simply isn’t the case – thinking about the realities of this moment in a visit and what it is possible – desirable for the visitor - to do can us deliver a better experience. THIS SCRIPT AND THE BULLETS AREN’T WORKING WELL TOGETHER HERE – IT ALL SEEMS A BIT ABSTRACT
- My second example… We began working with the VGM and the design agency Fabrique about 18 months ago. The project was to completely re-design the Museum’s mobile offer – starting with their guide – and bring the whole operation in-house. The new guide launched last November and we’ve just completed the evaluation of this first phase and design research to inform the next phase of new services.
- The Museum had two overarching objectives Improve the visitor experience Increase the take-up This second objective has two aspects – clearly, if the guide improves the visitor experience you want more people to use it so increasing take up is important. But Dutch museums, like their UK counter parts, are also experiencing very significant cuts in funding so raising income was also important.
- As part of the research process we looked at the whole service and identified that one of the biggest pain points for both museum and visitor was this moment of transaction. It took on average a minute and a half to hand over a device, explain how to use it, and set the visitor going. And the visitor still struggled to take it all in. Staff were anxious they hadn’t explained enough – the guide offered multiple options and functionality – they had to press multiple options to set up the device and then they focussed on explaining how it worked rather than how it could help the visitor, this was particularly challenging in second languages, The visitors stressed out because they weren’t sure they understood so began asking more questions The queues got longer and so less visitors bothered to try and get one (it seems there’s an optimal queue length!) We’d been looking at the concept of on boarding and how you have a successful handover between human and machine for quite a while – but here we had a task. We saw an opportunity to design this moment and improve the experience for both visitor and staff. Our focus became how can we make this point as frictionless as possible – a smooth choreographed experience between visitor, staff and device. All the different teams were employed to come up with the solution and design this point – content, interface, staff, device. What did we do?
- And here’s what the digital side of it looked like… We took the instruction process away from the staff and with the amazing design team at Fabrique we created and tested an on-boarding process through which visitors are instructed in their own language and stepped through the process It looks so simple, so obvious perhaps that its hard to see as innovation but after more than 20 years developing mobile learning I think it is.. Part of this was about making the offer as simple and user focused as possible to reduce confusion and increase confidence that they knew what they were getting. We described it in terms that the visitors had used themselves during the research process
- Illustrates that by focussing on that pain point saved them staffing costs Increased their capacity to serve visitors Grew the number of people staff could service Small moment is about making choices about what happens with the people and what happens on the technology Focussing on that small moment has increased the number of users and profit Handout time has been reduced by 30% - not yet hit its target a work in progress Take-up has increased by – 6 percentage points in April
- Illustrates that by focussing on that pain point saved them staffing costs Increased their capacity to serve visitors Grew the number of people staff could service This small moment is about making choices about what happens with the people and what happens on the technology
- Handout time has been reduced by 30% - not yet hit its target a work in progress Take-up has increased by 6 percentage points in April
- The efforts around the transaction time are just one of many similar interventions in the design, the content, the way the staff perform. It’s a whole series of what Lindsey call the small boring stuff that makes as we can see here a really big difference Makes real impact on As Russell Davies says - its about teams, users and iteration
- The efforts around the transaction time are just one of many similar interventions in the design, the content, the way the staff perform. It’s a whole series of what Lindsey call the small boring stuff that makes as we can see here a really big difference Makes real impact on As Russell Davies says - its about teams, users and iteration