Tate Digital Strategy: UK Museums and the Web 2012
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http://museumscomputergroup.org.uk/2012/10/26/programme-for-ukmw12/ Tate’s Digital Strategy: The Times They Are A-Changin’ Tate is currently working on its Digital Strategy 2013-15 which will be substantially different to the Tate Online Strategy 2010-12. In preparation, stakeholders across Tate were interviewed over the summer about their ambitions for the use of digital media. From marketing to publishing, from fundraising to learning, from research to human resources, all departments are now looking to realise more of their strategic goals in the digital space. This paper will address the themes that emerged from these interviews and how Tate is beginning to address them.
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Tate Digital Strategy: UK Museums and the Web 2012
- 2. Tate Online facts • 1.1–1.9 million unique web visitors per month • 39% international visitors • All artworks in the collection digitised (c. 68,000) • UK’s number two arts website • 750,000 Twitter followers • 460,000 Facebook likes
- 3. Brochure ➜ Channel ➜ Platform
- 5. Brochure ➜ Channel ➜ Platform About us Programme listings Visiting information
- 7. Brochure ➜ Channel ➜ Platform About us Digitised collection Programme listings Learning resources Visiting information Children’s games Research publications Short-from video Magazine articles Email communications
- 9. Brochure ➜ Channel ➜ Platform About us Digitised collection Blogs Programme listings Learning resources Debates Visiting information Children’s games Community Research publications Participation projects Short-from video Social media Magazine articles Email communications
- 10. Tate Online Strategy 2010–12 Need for transformation project Need for audience-centred approach Outline of areas to be addressed
- 12. Tate Digital Strategy 2013–15 Digital is increasingly a dimension of everything.
- 13. Tate Digital Strategy 2013–15
- 14. Tate Digital Strategy 2013–15 Distributed content authorship
- 15. Tate Digital Strategy 2013–15 Distributed content authorship New digital initiatives
- 16. Tate Digital Strategy 2013–15 Distributed content authorship New digital initiatives Editorial content
- 17. Tate Digital Strategy 2013–15 Distributed content authorship New digital initiatives Editorial content Dialogue and discussion
- 18. Tate Digital Strategy 2013–15 Distributed content authorship New digital initiatives Editorial content Dialogue and discussion Revenue-generating opportunities
- 19. Tate Digital Strategy 2013–15
- 20. Tate Digital Strategy 2013–15 Organisational change
- 21. Tate Digital Strategy 2013–15 Organisational change New governance structure
- 22. Tate Digital Strategy 2013–15 Organisational change New governance structure Editorial, community and technology management
- 23. Tate Digital Strategy 2013–15 Organisational change New governance structure Editorial, community and technology management Audience research
- 24. How big are these changes going to be for the organisation?
- 25. How big are these changes going to be for the organisation? Big.
Notes de l'éditeur
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- Apologies as this is kind of inevitably an over simplification but hopefully this is done to make some useful points.\n
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- Many organizations are still in this phase.\n
- The “fifth gallery”.\n
- When I joined. My background is as an editor.\nInfact discovered that the most pressing problem was one of design and technology.\n
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- Interaction, participation, engagement\nAll over organisation\nNeed for coherent digital experience whole\n
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- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Expertise is centralised\nOrg change with digital team as catalyst for change\n\n\n
- Digital wants fundamental change to how we do things\nDigital does not respect departmental structures\nFor me, this more exciting than the technology itself. \n\n\n\n
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