Presented at Digital Transformation: Supporting Culture Shift in Museums, a one-day seminar organised by Museums Galleries Scotland, and at Communication in Cultural Institutions, a two-day seminar in Buenos Aires in March 2015.
8. ’World brain’ idea
is 88 years old
‘a depot where knowledge and ideas
are received, sorted, summarised,
digested, clarified and compared’
H.G. Wells, 1937
9. ’I have always
imagined that
paradise will be a
kind of library’
J.L. Borges
Image copyright: Ulf Andersen/Getty
21. To be a digital leader,
one must have
AUTHORITY!
Image copyright: Quino
22. ‘In the coming years we need to
devote as much attention to the
digital as we have given recently to
the physical expansion and
improvements to our buildings.’
Nicholas Serota,
Director of Tate
Leading Digital Organisation in the Cultural Sector
Cogapp, 2014
23. ‘Make your senior team
more digitally literate’
Leading Digital Organisation in the Cultural Sector
Cogapp, 2014
40. Ingredients of a successful
digital transformation:
Digital leader
Clear vision
Shared objectives
Strategic plan
Digital roadmap
User-centric thinking
Big data
Networking culture
Digital skills
Clear processes and procedures
New funding and financial procedures
41. A bit of history
Ingredients for a successful
digital transformation
Digital transformation
at Tate
42. You know you need to
transform if you:
Lack clearly defined digital leadership
and decision-making mechanism
Lack clearly defined strategy and
objectives for digital activities
Opportunistic approach to funding of
digital activities
Siloed, project-based approach to digital
activities
Unclear roles and responsibilities
43. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
http://www.tate.org.uk/about/projects/digital-transformation
44. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
45. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
46. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
47. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
48. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
49. Tate’s digital transformation
project’s objectives 2013-14
1. Establish a digital culture
2. Embed digital practice across Tate
3. Embed digital skills across Tate
4. Introduce new transparent production
processes and digital governance
5. Operationalise digital disruption
6. Change the practice of the Tate Digital
department to support these changes
50. Tate’s digital transformation
project’s legacy
Creation of a new ‘hub’ department: Tate Digital
New digital strategy 2013-15
Shift to user-centred, evidence-based, sustainable
approach to digital production
New website audience segmentation
More mature production management: project brief
and digital roadmap
Collaborative working practices
Changes to the digital governance: Digital Director,
Editorial Board
