The Future of MuseumsDigital as a dimension

of everything

Carl Andre, Equivalent VIII  1966 © Carl Andre/VAGA, New York and DACS, London 2002

The Unilever Series: Olafur Eliasson 16 October 2003 - 21 March 2004    Turbine Hall, Tate Modern   

Louise Bourgeois Maman 1999 North Landscape Tate Modern October 2007

The Unilever Series: Louise Bourgeois Maman 1999 12 May – December 2000 Turbine Hall, Tate Modern  

The Unilever Series: Anish Kapoor Marsyas 2002, Turbine Hall, Tate Modern © Tate Photography

The role of museums through an analysis 40 leading UK museums and galleries Mission Statements

Exhibition & Museum Attendance Figures 2011THE ART NEWSPAPER, APRIL 2012

Exhibition & Museum Attendance Figures 2011THE ART NEWSPAPER, APRIL 2012

Exhibition & Museum Attendance Figures 2011THE ART NEWSPAPER, APRIL 2012

© Some rights reserved by Peewubblewoo

Digital Strategy 2013–15:

Digital as a dimension

of everything

1) Digital is not just a louder megaphone. It is a different way to do everything.

2) Where content, design and technology meet is where the magic happens. Collaboration is critical.

3) As digital permeates everything, boundaries between activities will continue to blur.

4) Once digital tools empower staff, radical openness will quickly follow. Tate will have many voices.

5) Digital is becoming normalised in our audiences’ lives. We can be the digital presence for art lovers.

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Plan 1: Digitisation

http://www.armadillosystems.com/ttp_commercial/

TextText

Plan 2: Research publications

http://www.tate.org.uk/art/research-publications/camden-town-group

Plan 3: Digital gallery experiences

http://www.clevelandart.org/galleryone

Plan 4: Editorial centre

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Plan 5: Blogging across the organisation

http://www.tate.org.uk/context-comment/blogs/

Plan 6: Social media beyond marketing

http://tate-collectives.tumblr.com

Plan 7: Learning and social collections

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Plan 8: Paperless, self-service ticketing

Plan 9: Digital products and e-commerce

https://itunes.apple.com/gb/app/tate-etc.-magazine/id563240421?mt=8&ign-mpt=uo%3D2

Plan 10: Multimedia tours to users’ devices

http://www.mona.net.au/theo/

Plan 11: Digital fundraising

http://www.indiegogo.com/teslamuseum

Plan 12: Customer relationship management

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Plan 13: Staff skills and engagement

https://digitalscholarship.jux.com/668322

Plan 14: New ways of working and collaborating

Plan 15: Governance, leadership and management

Key performance indicators

Content

VisitsRepeat visitsDepth of journeyDwell time

Community

CommentsReuseSharesFollowers

Revenue

SalesCustomer dataDonationsEfficiency savings

Through embracing digital activity and skills across the organisation,

Tate’s ambition is to use digital platforms and channels to create

and nurture the most engaged arts community enjoying the richest,

deepest arts content found anywhere and to maximise the

associated revenue opportunities.

Carl Andre, Equivalent VIII  1966 © Carl Andre/VAGA, New York and DACS, London 2002