6. start small
ask the users
adapt
experiment
seize the opportunity at hand
www.guardian.co.uk
7. 3 dogmas
All Public Domain content is freely shareable and reusable
We use an existing platform instead of custom-building a
new one
Target users take part in developing and creating the
experience
11. Value Proposition
Museums
Need: Be mobile, expose collections
Offer: A shared, sustainable mobile
museum platform
Users
Need: Keys to look at art
Offer: Keys, relations, dialogue
12. Incentive
Facing common challenges with common solutions
push Danish art museums to start using open licenses on
collections
connect collections and send users on to each other
involve users in dialogue and encourage co-creation of
content
re-cycle existing online content
build a sustainable platform using dynamically updated
system
16. It works like this
v
Stand in front of an artwork in a museum
Pull out your smartphone or tablet
Scan QR code or enter URL
Scroll through a stream of brief comments, open links
to related images, texts, videos etc. (anyone can do this)
Post a comment, question, add a link, photo, video etc.
(you need to be a Twitter user to do this)
Maybe you get a response – if you direct a question
or comment to a museum tweep, you certainly will
17. Why use Twitter?
artworks identified via #
manageable content production
existing online content activated
users are equal and identifiable
multilingual
dynamically updated and improved
18. Communication channels
MuseumNext conference
https://vimeo.com/45705253?action=share&post_id=1129350540_429715973734173#_=_
Open Knowledge Festival
http://openglam.org/2012/09/27/openglam-workshop-at-the-okfestival-2/
Swedish Exhibition Agency
http://www.riksutstallningar.se/content/spana/curating-and-participation-new-mobile-platform?
language=en
OpenGLAM blog
http://openglam.org/2012/10/23/the-participatory-museum-of-denmark/
Musings blog
http://blatryk.wordpress.com/2013/01/24/beta-test-smk/
Lots of tweets
19. Stakeholders
Users
Educators
Museums
Agency of Culture
Artists
Open GLAM community
Creative Commons
Europeana
20. Open licenses
CC-BY Artworks
Statens Museum for Kunst 20 (160)
Den Hirschsprungske Samling 18
Thorvaldsens Museum 20
Ny Carlsberg Glyptotek 10
J.F Willumsens Museum 10
Fyns Kunstmuseum 15
Vejle Kunstmuseum 7 (+ 5)
CC-BY-NC
Ribe Kunstmuseum 22
KØS – Museum for Art in Public Spaces (11)
Awaiting decision
Sorø Kunstmuseum (want CC-BY) 10
Faaborg Museum 20
168 (308)
” A veritable law in social media is that to get a system that is large and good, it is far better to start with a system that is small and good and work on making it bigger than to start with a system that is large and mediocre and working on making it better.” (p. 194) ”… we can’t predict how people will react to a gvien opportunity. Why would users care about this particular opportunity, given all the other things they could be doing with their time? New ideas seem clearer and more obviously good to the founders and designers of a service than to potential users…” (p. 195) ” No one gets it right the first time (…) the imperative is to learn from failure, adapt, and learn again.” (p. 203) ” If you want to solve hard problems, have hard problems” (Brewster Kahle) … ”it is more important to try something new, and work on the problems as they arise, than to figure out a way to do something new without having any problems.” (p. 205) ” The single greatest predictor of how much value we get out of our cognitive surplus is how much we allow ourselves to experiment, because the only group that can try everything is everybody.” (p. 207) ” The opportunity before us (…) is enormous; what we do with it will be determined largely by how well we are able to imagine and reward public creativity, participation, and sharing.” (p. 212)
” A veritable law in social media is that to get a system that is large and good, it is far better to start with a system that is small and good and work on making it bigger than to start with a system that is large and mediocre and working on making it better.” (p. 194) ”… we can’t predict how people will react to a gvien opportunity. Why would users care about this particular opportunity, given all the other things they could be doing with their time? New ideas seem clearer and more obviously good to the founders and designers of a service than to potential users…” (p. 195) ” No one gets it right the first time (…) the imperative is to learn from failure, adapt, and learn again.” (p. 203) ” If you want to solve hard problems, have hard problems” (Brewster Kahle) … ”it is more important to try something new, and work on the problems as they arise, than to figure out a way to do something new without having any problems.” (p. 205) ” The single greatest predictor of how much value we get out of our cognitive surplus is how much we allow ourselves to experiment, because the only group that can try everything is everybody.” (p. 207) ” The opportunity before us (…) is enormous; what we do with it will be determined largely by how well we are able to imagine and reward public creativity, participation, and sharing.” (p. 212)
We’ve all done a tremendous amount of work over this year and have addressed a lot of the issues embedded in our 5 priorities of: