The third day of the NAS seminar in Oman on strategic thinking and creating value. The focus for the day is how actions hold together in a plan (using the business model canvas as the tool for conversation).

1. Integrated Action
Making sure all the pieces work together
© 2013 National Arts Strategies.

2. Putting the Pieces Together
2© 2013 National Arts Strategies.
Strategic
Thinking
Integrated
Action
Planning &
Communication
Collective
Action
Community
Value

3. How (Choices) Sharing
The Road to Creating Value
3
Who and What

4. Our Plan for Today
4© 2014 National Arts Strategies.
8:30 – 9:15 Putting the Pieces Together
9:15 – 10:30 Building Your Integrated Plan
10:45 –12:00 Class Discussion
1:00 – 2:00 Building Your Integrated Plan Continued
2:15 – 3:15 Class Discussion
3:15 – 3:30 Reflection on the Day

5. Putting the Pieces Together
Delivering on your value promise
© 2013 National Arts Strategies.
5

6. Lucy and the Chocolate Factory
6© 2014 National Arts Strategies.

7. Integrated Action
The activities of a museum (or a program)
are integrated if they all align to
deliver on the value promise.
Integration ensures
resources are used effectively and
the complete audience experience is
consistent with the promise.
7© 2014 National Arts Strategies.

8. Do Museum Actions Hold Together?
8© 2014 National Arts Strategies.
Value
Promise
Audience
Engagement
Operations
Financial Model
+ Traditional
museum goers
+ Schools
- New
demographics
+ membership
+ blockbusters
- “portfolio”
+ on-site
+ school trips
- In community
- digital
+ within
cultural “box”
- Relative to
leisure options
+ curation
+ conservation
+ exhibit design
+education
- Relationship
management
- co-creation
+ collections
+ venues
- technology
+ academics
+ collectors
+ designers
+ museums
- parking
- retailers
- restaurants
- redundancy
+ overhead
- “starchitects”
+ admission fees
+ contributions
- broad donor support

9. Integrated Museum Plan
9© 2014 National Arts Strategies.

10. Building Your Integrated Plan
Using the framework for your organization
© 2013 National Arts Strategies.
10

11. Our Approach to the Canvas Today
1. Build your canvas as a team
1. Customer-facing components first
2. Operations next
2. “Take a tour” of your colleagues plans.
1. What advice can you give them?
2. What ideas can you learn from them?
3. Step back and reflect on your completed canvas
o What insights do you find?
o What issues do you need to address?
o If the promise changes, do the activities change?
11© 2014 National Arts Strategies.

12. Value Proposition
12© 2014 National Arts Strategies.
Value Proposition
• What value do we deliver
to the audience?
• What bundles of services
are we offering?

13. Customer Segments
13© 2014 National Arts Strategies.
Customer Segments
• For whom are we creating
value?
• Who are our most
important audiences?

14. Customer Relationships
14© 2014 National Arts Strategies.
Customer Relationship
What type of relationship will we create
with visitors?
• Personal assistance
• Self-service
• Communities
• Co-Creation
• Other?

15. Channels
15© 2014 National Arts Strategies.
Channels
How will you reach your visitors?
How do they like to be reached?
• Awareness?
• Evaluation?
• Participation?
• Post-visit?

16. Revenue Sources
16© 2014 National Arts Strategies.
Revenue Sources
Where does revenue come from?
What do audiences pay for?
What do they really want to pay for?
• Ministry funds
• Admissions
• Memberships
• “Extras”
• Rental
• Touring exhibits
• Licensing

17. Teamwork: Market Strategy
17© 2014 National Arts Strategies.

18. Building Your Integrated Plan
Continue using the framework for your organization
© 2013 National Arts Strategies.
18

19. Key Activities
19© 2014 National Arts Strategies.
Key Activities
What key activities are required to
deliver on our promise, channels, and
relationships?
• Program
• Problem Solving
• Networks

20. Key Resources
20© 2014 National Arts Strategies.
Key Resources
What key resources are required to
deliver on our value promise?
• Physical
• Intellectual
• Human
• Financial

21. Key Partners
21© 2014 National Arts Strategies.
Key Partners
Who are our key partners for
delivering on our value proposition?
• Special resources and skills
• Optimization and efficiency
• Risk management

22. Cost Structure
22© 2014 National Arts Strategies.
Cost Structure
What costs drive the overall
cost of operations?
• Essential
• Enabling
• Large
• Add risk
• Promise efficiencies

23. Teamwork: Operations
23© 2014 National Arts Strategies.

24. A Look at Our Day
Brief reflection on the day and plans for tomorrow
© 2014 National Arts Strategies.
24

25. What We Covered
 The concept of integrated action
 The business model canvas
 Analyzing consistency to deliver on your promise
25© 2013 National Arts Strategies.

26. What Does All of this Mean?
 Integrated action is essential to:
o Create a consistent guest experience
o Use your resources most effectively
o Create your vision and value for the community
 Organizations make 100s and 1000s of decisions
o Of course they get out of sync
o You need to have in mind a sketch of what matters
o Periodic team review and discussion helps
26© 2014 National Arts Strategies.

27. What Does It Mean in Your Daily Work?
 Make sure you know:
o the critical target audiences
o The value your museum wants to create
 Make your own sketch of the best integrated actions
o Do on your own with what you know
o Ask your leadership to help form a sketch
 Ask yourself, will this action or this option be
consistent with our sketch? Why or why not?
27© 2014 National Arts Strategies.

28. Thank you
28© 2013 National Arts Strategies.