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Robert SteinDeputy Director for Research,Technology, and Engagement
TOWARDS A REPUTATION ECONOMY
How Openness and Transparency Become a
Central Business Strategy for Cultural Heritage
Flickr Credit ~rednuht
WHAT IS A
REPUTATION
ECONOMY?
Flickr Credit ~rednuht
THE REPUTATION ECONOMY
But here's the interesting paradox: The reputation economy creates an incentive to be more open, not less. Since Internet commentary is inescapable, the only way to influence it is to be part of it. Being transparent, opening up, posting interesting material frequently and often is the only way to amass positive links to yourself and thus to directly influence your Googleable reputation.
Putting out more evasion or PR puffery won't work, because people will either ignore it and not link to it - or worse, pick the spin apart and enshrine those criticisms high on your Google list of life.
Clive Thompson, “The See-Through CEO”WIRED Magazine - Issue 15.04, March, 2007
SUPPLYDEMAND
PURCHASING DECISIONS?
WHAT DRIVES
Perception of Product Perception of Company0%
10%
20%
30%
40%
50%
60%
70%
2011 Forbes Reputation Survey
PurchasingAdvocacy
Source http://www.forbes.com/2011/06/08/reputation-economy-stupid.html
79% of HR
professionals use
online reputation in their
hiring processSource: Microsoft – 2010, http://bit.ly/cPsOXX Flickr Credit ~ helenasicily
Flickr Credit ~altus
THE REPUTATION
ECONOMY EXISTS
Driven by:- Rise in access to information- Rise in public awareness to that fact- Rise in a culture of participation
Flickr Credit ~adforce1
REPUTATIONAND CULTURAL HERITAGE
Flickr Credit ~adforce1
REPUTATIONAND CULTURAL HERITAGE
Attendance is DISCRETIONARY and NOT prescriptive of LONG-TERM success
Flickr Credit ~adforce1
REPUTATIONAND CULTURAL HERITAGE
Funding is increasingly SCARCE and driven by SOCIAL IMPACT
Flickr Credit ~adforce1
REPUTATIONAND CULTURAL HERITAGE
Philanthropy is fueled by RELATIONSHIP and PAST PERFORMANCE
Flickr Credit ~adforce1
REPUTATIONAND CULTURAL HERITAGE
There is no outside world anymore, just a world. one that is blogged, Facebooked, Twittered, and utterly porous. The extent to which we can control our image is directly proportionate to our honesty about ups and downs in a context that we can to some degree define
-Maxwell L. Anderson
But, this is just about
marketing and PR stuff,
right?
source ~donsolo
THE REPUTATION ECONOMY
AND SOCIAL CAPITAL
THE REPUTATION ECONOMY
AND SOCIAL CAPITAL
Whereas physical capital refers to physical objects and human capital refers to the properties of individuals, social capital refers to connections among individuals – social networks and the norms of reciprocity and trustworthiness that arise from them. In that sense social capital is closely related to what some have called “civic virtue.” The difference is that social capital calls attention to the fact that civic virtue is most powerful when embedded in a sense network of reciprocal social relations. A society of many virtuous but isolated individuals is not necessarily rich in social capital.
Robert Putnam, Bowling Alone, 2000
IS OUR SOCIAL CAPITAL
BANKRUPT ALREADY?
Flickr Credit ~swamibu
REPUTATION HAS
MANY FACETS
PUBLIC
PROFESSIONAL
FUNDERS
TRANSPARENCY
COLLABORATION
SOCIAL CAPITAL
AUTHORITY
CONTINUOUS IMPROVEMENT
Strategies of…
Lead to…
SHARING
Trans-par-en-cy:
“The full accurate and timelydisclosure of information”
-Wall Street Wordshttp://www.dictionary.com
Flickr Credit: ~marcomagrini
WHAT IS
TRANSPARENCY?
IF YOU CAN’T AVOID IT…
EMBRACE IT!
transparency
kalexanderson/
Some facts About the IMA
THE INDIANAPOLIS
MUSEUM OF ART
152 ACRES
300 STAFF
127 YEARS
Enrich Permanent Collection
THE INDIANAPOLIS
MUSEUM OF ART
428,000 VISITORS
1M WEB VISITORS
54,000 OBJECTS
IMA’S CHALLENGES
“The Indianapolis Museum of Art might be the web-smartest museum in America, and its blog is one of my favorite daily reads”
– Tyler Green, Modern Art Notes
Launch: Sept 2007
Goals:SimplicityDeep DivesWorkflowFlexibility
IMA DASHBOARD
wWHAT DOES SUCCESS LOOK LIKE?
“Of course, such systems [dashboards] raise a rather vexing challenge: what, exactly, are the few key indicators you would need to watch to monitor your success? It's this question that actually proves to be more effective than the dashboard tool itself. To know what you should monitor, you need to know what you're trying to do, and you also have to define what success looks like (more people? happier people? more art? better reviews? prolific artists?).”
Andrew Taylor, “Keeping an Eye on Dashboards”, The Artful Manager Blog, October 20, 2006,.
WHAT DOES SUCCESS LOOK LIKE?
“The root of the problem is that there is no longer an agreed-upon method of measuring achievement… While many challenges beset art museum leaders today, finding a way to measure performance is accordingly among the field’s most urgent… Without generally accepted metrics, arts organizations will have more and more trouble making a case for themselves.”
Maxwell L. Anderson, “Metrics of Success in Art Museums”, Getty Leadership Institute (2004),.
WHAT DOES SUCCESS LOOK LIKE?
RESULTSFOR THE IMA
GOOD PRESS
WELL RECEIVED BY PEERS
INSPIRED OTHERS
CLARIFYING GOALS
OVERCOMING FEAR
COMPARE AND DESPAIR
OVERCOMING FEAR
ACTUAL FAILURE
Flickr Credit ~sziszo
Flickr Credit: ~carowallis1
WHY FAILING PUBLICLY IS GOOD
HIGHLIGHTS SUCCESS
DISPELLS ASSUMPTION OF SPIN
DOCUMENTS A NEED FOR CHANGE
BENCHMARKING
“Thus, benchmarking has many direct and indirect benefits: increasing the impact of mission-related activities, raising internal standards, improving performance, attracting more funding, uncovering (and fixing) hidden weaknesses, and overall, improving the public face of the organization.”
Jason SaulBenchmarking for nonprofits
Fieldstone Alliance, 2004, pg 12
STATISTICAL
SURVEY
AAMD
IMA’S DIRTY LITTLE SECRETTHE DASHBOARD IS FOR STAFF
HOW CAN MUSEUMS
PURSUE EXCELLENCE?
Flickr Credit ~adforce1
W. EDWARDS DEMING
KaizenKAI = change or to correct
ZEN = good
KAIZEN = a system of continuous
improvement
CONTINUOUS IMPROVEMENT
EXECUTE
EVALUATE
REPEAT
TRANSPARENCY
COLLABORATION
SOCIAL CAPITAL
AUTHORITY
CONTINUOUS IMPROVEMENT
Strategies of…
Lead to…
SHARING
AUTHORITYHOW DO YOU ESTABLISH
AUTHORITARIAN
AUTHORITATIVE
VS
JULIA CHILD
Flickr Credit ~kevharb
AMERICAN MUSEUM OF NATURAL HISTORY
Julia’s Kitchen at
Flickr Credit ~jasoneppink
COMPETITIVE ADVANTAGECultural Heritage &
Visitor Inclusion
• No offense to Bruce, but who doesn’t want this?
source ~victoriapeckham
IMA’S STRATEGIES FOR
COLLABORATION
Steve.MuseumExploring Applications of Social Tagging for Museums
Founded in 2005
2006 Institute for Museum and Library Services (IMLS) National Leadership Research Grant
2008 IMLS NLG Steve In Action
2008 IMLS NLG Research Grant T3: Text, Tags, Trust
Open Source software supporting tagging in museums
33 Partners• MoMA• National Gallery of Art, USA• Metropolitan Museum of Art• Museo Nacional del Prado• Van Gogh Museum• Museum Boijmans Van
Beuningen
SAY HELLO TO
TAPTAP
Museums• Balboa Park Online Collaborative• Dallas Museum of Art• The Eiteljorg Museum of Native
American and Western Art• Indianapolis Museum of Art• The Metropolitan Museum of Art• Minnesota Historical Society• Museum of Contemporary Art,
San Diego• Museum of Fine Arts, Boston
• National Air and Space Museum• The Smithsonian
Vendors• AdLib Systems• GuideByCell• Imagineear• MyTours• NOUS Guides• Tristan Systems
MFA Boston
Gemeente Museum Den Haag
Crystal Bridges Museum of American Art
Online Scholarly Catalogue Initiative
RESULTSFOR THE IMA
$3.2M GRANTS SINCE 2006
$1.2M CONSULTING SINCE 2009
+89% WEB TRAFFIC SINCE 2008
EXCEEDS EXHIBITION REVENUE BY > 50% IN FY12
DECLINING
SOCIAL CAPITAL?
Putnam suggests in Bowling Alone that the individualizing nature of technology is at least partially reponsible for an observed decline in social capital.
I DISAGREE
CULTURAL HERITAGE
NEEDS THE REPUTATION
ECONOMY
THANK YOU!@rjstein