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Digital Technology in

Museums & the Cultural Heritage Sector 2016

Discussion:

Strategies, Trends, Future Vision

Douglas Hegley

dhegley@artsmia.org

@dhegley

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Technology: Tools to accomplish goals

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Topic Trends and Questions Tools, Approaches, Methods

Audience-first Big Data, Participation and personalization, Omnichannel Salesforce, Tessitura, apps, platform

integration

Content Storytelling, Content layering, Context-triggered delivery Cross-functional teams, Responsive web tech,

Griot, OSCI, Location Based Services

Leadership Lean, Agile, Open, Radical Servant leader model, Self-organized teams,

Scrum

Workforce Flatter Org structure, Innovative hiring, Work-Life balance,

Disciplined collaboration

Small World Networks, Culture-based hiring,

Liquid workforce, Consortium model

Technology Cloud v. On-premise hardware, Mobile-first, Open source v.

commercial software, Content management

AWS, VM-Ware, HTML5, Github, DAMs, ECM

ecosystem, APIs

Impact Formal evaluation, online analytics, predictive analytics Outcome > output, Impact analysis, data-

informed decision-making

Concerns Privacy & Security, Annual costs, Staff skills gap, Competition for

leisure time

Policies, Transparency, Opt-in, Shared

services, Training, Customer experience

Future Trends VR, AR, Photogrammetry, IoT, AI, Image Recognition, Natural

Language Processing, Linked Open Data

Tracking trends via nmc.org, mcn.edu,

museumsandtheweb.com

Major Digital Technology Trends – Let’s Discuss

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Audience-first:

Big Data

Participation

Personalization

Omnichannel

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Virtuous Big Data Cycle

Data Opt in Personalized

Communications

Actions

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Virtuous Big Data Cycle:

Allegiance

Data Opt in Personalized

Communications

Actions

Allegiance

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Virtuous Big Data Cycle:

Active Loyalty

Data Opt in Personalized

Communications

Actions

Allegiance

Philanthropy

Participation

Brand Advocacy

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Not All CRM Systems are Created Equal

Vendor claims

Expectations

Capabilities

Flexibility

Integration

Scalability

Cost

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Source: Cisco Customer Experience Research, Retail Shopping Results, Global Data (2013) Available http://www.cisco.com/en/US/solutions/collateral/ns1168/ccer_retail_global.pdf

Show me you know me

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Segmentation

Groups

Targeting

Groups

Personalization

Individuals

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Source: http://www.thesealeys.co.uk/

Platform Integration Leads to Omnichannel Experience

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Content

Storytelling

Content layering

Context-triggered delivery

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To remain viable, museums must rethink not only what types of knowledge they

create, but how/with whom they create it, and finally how they communicate it.

Scholarship is the foundation of our work. Start there.

Everyone likes an underdog. Don’t do just the highlights.

Level with the visitor. Speak to universal experiences.

Good stories trade on the visitor’s empathy

• Who are your characters?

• What is the situation?

• What decisions did they make?

• What were the stakes?

Choosing stories – Which ones? Why those?

If you do nothing else, get rid of the passive voice.

The passive voice denies people of their agency – and sounds like we’re hedging.

The active voice shifts the focus to people doing stuff.

Not like this guy

DH

Strategy: Name the effort, assign the team

AB

Writing Workshops

Professional writing consultation from Kris Wetterlund,

helped inform:

http://www.museum-ed.org/a-guide-to-interpretive-writing-about-art-for-museum-educators/

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Context-triggered delivery

Based on content consumption

Recommender engine

Based on location, movement, duration

Beacons, Wifi, GPS

Source: http://1u88jj3r4db2x4txp44yqfj1.wpengine.netdna-cdn.com/wp-content/uploads/2015/05/Taboola.png Source: http://image.slidesharecdn.com/ibeaconpresentationslideshare3-140727230420-

phpapp02/95/stories-asunder-tales-for-the-internet-of-things-11-638.jpg?cb=1425383403

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Leadership

Lean

Agile

Open

Radical

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VUCA – Museum Examples

Volatility – Endowment funds hit by recession

Uncertainty – “Treasures of King Tut” suddenly coming to town

Complexity – Explaining attendance changes, too many variables

Ambiguity – Shifting tactics that are not aligned with strategy

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VUCA prime – Leader’s Response

Vision – purpose is greater than a perfect plan

Understanding – listen so that you can respond

Clarity– see through the fog, respond to what matters

Agility – communicate and change quickly

Adapted from https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/

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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg

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Image source: http://hqworld.net/gallery/data/media/40/black_and_white_study_of_a_spiral_staircase.jpg

Agile Methodology • Active user involvement

• All stakeholders collaborate & cooperate

• The Team is empowered to make decisions

• Requirements are lightweight and visual

• Start small, iterate incrementally

• Deliver frequently

• Complete a feature before moving to the next

• Apply the 80/20 rule

Adapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf

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• Don't wait for a leader to assign work - greater sense of ownership and commitment

• Manage their own work as a group

• Benefit from mentoring and coaching, but not from command & control

• Communicate most with each other - and commitments are to project teams (not management)

• Improve their own skills and suggest innovative ideas & improvements

• Normally become high-performing, measure greater job satisfaction

Adapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how

Principles of self-organizing teams

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Radical Transparency

Definition:

Use of abundant networked information to access

previously confidential organizational process or

outcome data (adapted from https://en.wikipedia.org/wiki/Radical_transparency)

M.C. ESCHER (Dutch, 1898-1972), Hand

with Reflecting Sphere, 1935, lithograph 12

Courtesy of The Walker Collection

“… the idea of everyone knowing everything, could actually be a

major driver of increased organizational performance … the

biggest reason companies fail is because people lose focus and

get off track”.

- Ryan Smith and Golnaz Tabibnia Adapted from: https://hbr.org/2012/10/why-radical-transparency-is-good-business/

(emphasis is mine)

Radical Leadership: The Servant Leader Model

Adapted from: https://en.wikipedia.org/wiki/Servant_leadership

• shares power

• puts others first

• mentors & supports

• gives credit

Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg

Effective Leadership Lean approach Agile methods Radical leadership Open organization

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Workforce

Flatter org structure

Innovative hiring

Work-life balance

Disciplined collaboration

36 Source: http://www.steinarhalvorsen.no/wp-content/uploads/2013/04/0260230703001.png

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Small World Networks: Evolution of Org Structures in Connected Systems

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Cool Blue

Do a select few

Seek funding & partners

(We wish we could do them all) Risk: Too many at once

(saying yes to everything)

Red Flag

Do only if necessary

Stop! (or proceed with extreme caution)

(We wish we could have none) Risk: Bogs down & exhausts resources

Green Light

Do these fast

Make a prioritized list, get moving

(We wish there were fewer) Risk: Resources pulled away from Cool Blue

Gray Fog

Do only if there are resources

“Busy work” or dreamy distractions

(We wish we had more time) Risk: People fall into it , esp. in times of stress

High

High (Hard)

Low

Low (Easy)

Importance,

Via STRATEGY

Difficulty,

via practical

REALITY

Decision-Making

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Hire character.

Train skill.

Recommended:

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Work-life balance – not a simple formula

Source: http://www.adviseamerica.com/wp-content/uploads/2013/09/Statistics-of-Work-Life-Increasing-Productivity.jpg

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Technology

Cloud v. On-premise hardware

Mobile-first

Open source v. commercial software

Content management

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Source: https://res.cloudinary.com/hy4kyit2a/image/upload/v1454989114/doc/trailhead/images/salesforce_advantage_cloud_premise.png

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Source: http://www.hrmssolutions.com/wp-content/uploads/2014/05/HRMS-PlanningGuide-CloudOnPremise-table.jpg

45 Source: http://metamonks.com/wp-content/uploads/responsive-vs-mobile-first-webdesign-022-1024x689.png

Open Source Software

• “Free” download

• No company

• Community support

• Can be modified

• Susceptible to security issues

• Requires technical support

Commercial Software

• License fee

• Maintenance fee

• Company support

• Often can not be modified

• May require less tech support

Open Source Software

• “Free” download

• No company

• Community support

• Can be modified

• Susceptible to security issues

• Requires technical support

Commercial Software

• License fee

• Maintenance fee

• Company support

• Often can not be modified

• May require less tech support

Build

• Unique, special requirements

• Consortium model – share

• Staff properly

Buy

• Standard toolsets

• Commodity software

• Best-fit cloud-based services

• Negotiate pricing

Art Objects

(TMS)

Digital Media

Assets

(DAMs)

Website

(CMS) Blogs

MobileWeb

Print (floorplans,

brochures, etc.)

Pubs (magazines,

Catalogs, books)

Press (PR, marketing,

news, etc.)

Documents (reports, plans,

grant apps, policies) Archive

(library, paper files)

e.g., Social

Media Content

Created: Digital

Stored: Analog

Created: Analog

Stored: Analog

Created: Digital

Stored: Digital

Goal: Integrate/share all content

using open APIs and/or web services

Goal: Store in digital format, with

appropriate access permissions in

metadata Goal: Digitize as needed (no mass-

digitization project); store digital versions

in ECM

ePubs

Digital Art-

Time-based media

Enterprise Content Production, Museum-style

Other

©Douglas Hegley 2015

Content

- Object records/metadata

- Constituent records

Potential Content Types

- Maps, charts, diagrams

- LI content

- D& E content (e.g., Verso components

- Etc.

Content Types

- Still images

- Video

- Audio

DAMs

(Open Source)

Enterprise Content Management Ecosystem

Web CMS

DAMs

(Commercial)

Collections Data (CIS)

MetaMia – Search & Retrieval tool

Index & access

Search/Retrieve

Result set

Filters/Facets

Access: Internal

API

API

API

API File Shares

(Not in scope)

Potential needs

- Hot folders for auto-ingest

NEW

NEW

NEW

NEW

Funding for the Mia ECM project provided by: ©Douglas Hegley 2015

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Queries across:

1. CIS

2. DAMs1

3. DAMs2

4. Web CMS

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Impact

Formal evaluation

Online analytics

Predictive analytics

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Evaluation – what is the impact of digital?

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High-level summary

Time

People who used technology spent more time in the galleries than

those who did not use the technology

even after subtracting the time spent using the technology

Focus

The use of technology does not detract from visitor focus on the art

Visitors described their visit as almost exclusively about the art

(and notably not about the technology)

Stories were recalled up to six weeks post-visit

Use

Visitors used technology in the galleries

They spent a significant amount of time

They read aloud and discussed with each other

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Analytics: Real-time tracking, sophisticated math – Note: staffing implications (skills)

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Predictive analytics

• Extracting information from existing data

• To determine patterns

• Apply patterns to predict future trends

• Forecasts, with degree of uncertainty

• Complex math, at times not “humanly discernible”

a.k.a. Random Forest (Brieman & Cutler 2006)

What’s Even Creepier Than Target Determining That You Are Pregnant? (Source: slate.com)

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Concerns Privacy & Security (of course)

Source: https://media.licdn.com/mpr/mpr/p/4/005/09d/2be/0ac95a3.jpg

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Concerns Privacy & Security (of course)

Annual cost of technology investments

Wasn’t this supposed to happen?

Source: http://ichef.bbci.co.uk/news/624/media/images/78913000/jpg/_78913431_map1.jpg

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Concerns Privacy & Security (of course)

Annual cost of technology investments

Staff skills gap

Source: http://fm.cnbc.com/applications/cnbc.com/resources/files/2013/09/06/skills-gap-in-the-US.gif

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Concerns Privacy & Security (of course)

Annual costs of technology investments

Staff skills gap

Competition for leisure time

Competition is Fierce (and it’s not us versus us)

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Future Trends

Virtual Reality and Augmented Reality (VR & AR)

Photogrammetry

Internet of Things (IoT)

Artificial Intelligent (AI)

Image Recognition

Natural Language Processing

Linked Open Data

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Virtual Reality and Augmented Reality (VR & AR)

Source: https://upload.wikimedia.org/wikipedia/en/d/d2/Adapted_milgrams_VR-AR_continuum.png

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Source: http://lanmarservices.com/wp-content/uploads/2014/11/Photogrammertry.jpg

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Internet of Things (IoT) … certainly lots of hype

Source: http://www.celent.com/system/files/iot.gif

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Artificial Intelligent (AI) Image Recognition

Natural Language Processing

Real-time language translation

Content analysis

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Source:

http://image.slidesharecdn.com/virtuosoodbcli

nkeddataprimer-msaccess-120510190041-

phpapp02/95/exploiting-linked-open-data-via-

microsoft-access-3-728.jpg?cb=1337078459

Goal Big Data in service to the Mission

artsmia.org

Thank you

Douglas Hegley

dhegley@artsmia.org

@dhegley

http://www.slideshare.net/dhegley