Relevance, Existence, and the Smithsonian Commons<br />OCLC Web Scale or Bust conferenceOctober 7, 2009<br />Washington, D...
Preamble<br />Twitter: @mpedson<br />Slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispaces.com<b...
The Smithsonian has anew Strategic Plan<br />
Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />
Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understandin...
Pan-Institutional Strategic Plan<br />Strategy Schmatergy! We’ve seen strategy before!<br />Four Grand Challenges<br />Unl...
Pan-Institutional Strategic Plan<br />No! This is about solving big hairy problems— ”work that matters” (via @timoreilly) ...
Empower citizen-scholars!<br />Blend assets w. new technology!<br />
Solve big complex problems!<br />Interdisciplinary collaborations and partnerships! <br />
Interdisciplinary<br />Collaborative<br />Entrepreneurial<br />
“Innovative informal education”  !!!<br />
“Use our vast resources for the public good in the midst of unceasing change”<br />
c<br />
This is big, audacious, important stuff. <br />This is work!<br />This is relevance earned through a job well done.<br />
Relevance<br />
Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
Relevance<br />Unexpected Rivals in Google Search<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation...
Relevance<br />Unexpected Rivals in Reach<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than S...
Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com<br />si.edu<br />discoveryeducati...
Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more o...
Relevance<br />Traffic Trending Down<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />...
Relevance<br />Brand Identity<br />Brandtags.net<br />We are the 560th of 928 brands<br />
Relevance<br />We’re competing with… everybody!<br />
Relevance<br />We’re competing with… everybody!<br />
Relevance<br />We’re competing with… everybody!<br />
Relevance<br />The Demographic Tsunami<br />November 2007 data: Pew Internet and American Life Project<br />
Relevance<br />The Demographic Tsunami<br />“Everything we hear from people we interview is that today’s consumers draw no...
Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials,...
Relevance<br />…From the introduction to Chris Anderson’s Free: The Future of a Radical Price<br />
Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and thos...
Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and thos...
Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and thos...
Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and thos...
Relevance<br />
Relevance<br />97% of all online research<br />efforts pass through<br />wikipedia.org<br />
Stratified water temperature acts as a barrier<br />Relevance<br />The Thermocline<br />
Relevance<br />Knowledge, communication,<br />action models are different<br />Management<br />The Thermocline<br />Practi...
Relevance<br />Messages get distorted, lost<br />The Thermocline<br />
Relevance<br />Messages get distorted, lost<br />The Thermocline<br />
Relevance<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger me...
Relevance<br />“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one anothe...
Relevance<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery<br />ou...
Old Learning Model<br />New Learning Model<br />Relevance<br />
Relevance<br />Fixation on Web 2.0<br />and Social Media<br />
Relevance<br />Entities like the Smithsonian exist to perform a task—to do work for society<br />Why do we get to spend<br...
Urgency<br />John P. Kotter, A Sense of Urgency<br />HBR “Ideacast” clip, 2:30<br />Audio clip plays for 2:30. Advance thr...
Urgency<br />John P. Kotter, A Sense of Urgency<br />Thoughts, feelings and behaviors<br />
Urgency<br />John P. Kotter, A Sense of Urgency<br />Thoughts…<br />Great opportunities/hazards<br />
Urgency<br />John P. Kotter, A Sense of Urgency<br />Feelings…<br />Gut level determination that we’ll do something now<br />
Urgency<br />John P. Kotter, A Sense of Urgency<br />Behavior…<br />Hyper-alertness… commitment to making something happen...
Urgency<br />John P. Kotter, A Sense of Urgency<br />Behavior…<br />We gotta get going with this because it’s so important...
Urgency<br />John P. Kotter, A Sense of Urgency<br />Determination and movement that’s smart and that wins<br />
Urgency<br />John P. Kotter, A Sense of Urgency<br />The rate of change is going up.<br />
Relevance<br />Why make strategy?<br />Fear?<br />Pain?<br />Prioritize tactical opportunities?<br />Reestablish relevance...
Let’s Make Strategy!<br />How?<br />
StrategyProcess<br />September, 2008:<br />“How to make Web and New Media Strategy” posted to internal blog<br />Workshop-...
This is THE most important slide (OK, I’m burying my lead, but the context is important)<br />StrategyProcess<br />The adv...
 Increase size of brain trust
 Improve the odds for change
 Improve odds for execution (public promises not easily forgotten)
Outside champions more likely to support “commons” goals than status-quo insiders
Walking the Talk vis-à-vis crowdsourcing and innovation model
“You get what you practice”</li></ul>Strategy<br />Execution<br />
StrategyProcess<br />October 2008“What I Heard and What I’ll Tell Senior Management” posted to Internal Blog<br />Blessing...
StrategyProcess<br />What Actually Happened?<br />Strategy<br />Execution<br />
Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />
Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />Q: How is the committee going to make g...
Smithsonian 2.0<br />
Smithsonian 2.0<br />
Process: Workshops to Wiki<br />Http://smithsonian-webstrategy.wikispaces.com<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information...
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />
Process: Workshops to Wiki<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Added highlight, Action Required<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!”<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Apology and re-cast original assertion<br />
Public-Facing Wiki<br />Improvement/synthesis over time<br />Another user synthesizes core question: How do units break ou...
YouTube: Voice Your Vision<br />
YouTube: Voice Your Vision<br />
Twitter: #si20<br />
Schedule/Workflow<br />
Web & New Media Strategy<br />
Strategy Structure<br />Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<b...
Theme 1: Update the SI Digital Experience<br />Community engagement, content, and  findability across all platforms<br />A...
Theme 2: Update the SI Learning Model<br />New Platforms for learning andcollaborative knowledge creation<br />Old Learnin...
Theme 3: Balance Authority and Control within SI<br />Innovation at the edges:a commons in the  middle<br />
Strategic GoalsStuff we’ve got to DO!<br />
Strategic GoalsStuff we’ve got to DO!<br />Uhhhgggg! <br />I can’t bear to see eight slides with the title “Strategic Goal...
Strategic GoalsStuff we’ve got to DO!<br />
Strategic GoalsStuff we’ve got to DO!<br />Under the 8 goals there are 54 specific tactical recommendations<br />
Strategy GoalsStuff we’ve got to DO!<br />Goal 1: Mission<br />Prioritize Web and New Media programs in proportion to thei...
Strategy GoalsStuff we’ve got to DO!<br />Goal 5: Interpretation<br />Support the work of Smithsonian staff<br />Goal 6: T...
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Michael Edson, Relevance, Existence, and Smithsonian Strategy, for OCLC "Web Scale or Bust"

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  • Michael Edson, Relevance, Existence, and Smithsonian Strategy, for OCLC "Web Scale or Bust"

    1. 1. Relevance, Existence, and the Smithsonian Commons<br />OCLC Web Scale or Bust conferenceOctober 7, 2009<br />Washington, DC<br />Michael Edson<br />Director, Web and New Media Strategy<br />Smithsonian Institution, Office of the CIO<br />
    2. 2. Preamble<br />Twitter: @mpedson<br />Slideshare.net/edsonm<br />Join us at http://smithsonian-webstrategy.wikispaces.com<br />Beware…The opinions in this presentation are mine, not the official policy/strategy of the Smithsonian…<br />We’re a little bird<br />
    3. 3. The Smithsonian has anew Strategic Plan<br />
    4. 4. Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />
    5. 5. Pan-Institutional Strategic Plan<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a BiodiversePlanet<br />Valuing World Cultures<br />Understanding the American Experience<br />
    6. 6. Pan-Institutional Strategic Plan<br />Strategy Schmatergy! We’ve seen strategy before!<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a BiodiversePlanet<br />Valuing World Cultures<br />Understanding the American Experience<br />A GenericHumbug<br />
    7. 7. Pan-Institutional Strategic Plan<br />No! This is about solving big hairy problems— ”work that matters” (via @timoreilly) <br />Strategy Schmatergy! We’ve seen strategy before!<br />Four Grand Challenges<br />Unlocking the Mysteries of the Universe<br />Understanding and Sustaining a BiodiversePlanet<br />Valuing World Cultures<br />Understanding the American Experience<br />A GenericHumbug<br />
    8. 8. Empower citizen-scholars!<br />Blend assets w. new technology!<br />
    9. 9. Solve big complex problems!<br />Interdisciplinary collaborations and partnerships! <br />
    10. 10. Interdisciplinary<br />Collaborative<br />Entrepreneurial<br />
    11. 11. “Innovative informal education” !!!<br />
    12. 12. “Use our vast resources for the public good in the midst of unceasing change”<br />
    13. 13. c<br />
    14. 14. This is big, audacious, important stuff. <br />This is work!<br />This is relevance earned through a job well done.<br />
    15. 15.
    16. 16. Relevance<br />
    17. 17. Relevance<br />Q: Have you ever visited a Smithsonian Web site?<br />http://www.youtube.com/watch?v=N5x4Sga0d1s<br />
    18. 18. Relevance<br />Unexpected Rivals in Google Search<br />Google Images<br />Wikipedia<br />Ocean.com<br />Discoveryeducation.com<br />NASA<br />Enchantedlearning.com<br />
    19. 19. Relevance<br />Unexpected Rivals in Reach<br />Google Images<br />Wikipedia<br />Ocean.com<br />…so much more reach than SI<br />that we don’t even show up on the graph…<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    20. 20. Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    21. 21. Relevance<br />Unexpected Rivals in Reach (July – Sept, 2009)<br />Enchantedlearning.com is a two person team, with more online reach than the world’s largest museum and research complex!<br />Enchantedlearning.com<br />si.edu<br />discoveryeducation.com<br />ocean.com<br />
    22. 22. Relevance<br />Traffic Trending Down<br />si.edu – 4% reach <br />Wikipedia.org + 8% reach<br />MoMA.org + 12% reach<br />npr.org + 20% reach<br />
    23. 23. Relevance<br />Brand Identity<br />Brandtags.net<br />We are the 560th of 928 brands<br />
    24. 24. Relevance<br />We’re competing with… everybody!<br />
    25. 25. Relevance<br />We’re competing with… everybody!<br />
    26. 26. Relevance<br />We’re competing with… everybody!<br />
    27. 27. Relevance<br />The Demographic Tsunami<br />November 2007 data: Pew Internet and American Life Project<br />
    28. 28. Relevance<br />The Demographic Tsunami<br />“Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.” <br />Lee RainiePew Internet and American Life Project<br />
    29. 29. Relevance<br />“The Smithsonian is not an Institution that understands me”<br />From focus group withBay Area millennials, 2009<br />“Surprise me!”<br />
    30. 30. Relevance<br />…From the introduction to Chris Anderson’s Free: The Future of a Radical Price<br />
    31. 31. Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…<br />
    32. 32. Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response:<br />
    33. 33. Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response: “Duh!”<br />‘Duh!’<br />
    34. 34. Relevance<br />“At the risk of ageist generalization, there were broadly two camps of skeptics: those over thirty and those below. The older critics…were rightly suspicious…The younger critics had a different response: “Duh!”<br />‘Duh!’<br />…The fact that we are now creating a global economy around the price of zero seemed too self-evident to even note.”<br />
    35. 35. Relevance<br />
    36. 36. Relevance<br />97% of all online research<br />efforts pass through<br />wikipedia.org<br />
    37. 37. Stratified water temperature acts as a barrier<br />Relevance<br />The Thermocline<br />
    38. 38. Relevance<br />Knowledge, communication,<br />action models are different<br />Management<br />The Thermocline<br />Practitioners<br />
    39. 39. Relevance<br />Messages get distorted, lost<br />The Thermocline<br />
    40. 40. Relevance<br />Messages get distorted, lost<br />The Thermocline<br />
    41. 41. Relevance<br />The Web is a <br />fundamentally new<br />way of getting<br />things done<br />The Web is <br />a bigger megaphone<br />
    42. 42. Relevance<br />“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization …Getting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.” <br />Clay Shirky<br />
    43. 43. Relevance<br />Focus on innovation/<br />discovery inside the Institution<br />Catalyze innovation/<br />discovery<br />outside the institution<br />Joy’s Law: no matter <br />who you are, most of <br />The smartest people<br />work for someone else<br />
    44. 44. Old Learning Model<br />New Learning Model<br />Relevance<br />
    45. 45. Relevance<br />Fixation on Web 2.0<br />and Social Media<br />
    46. 46. Relevance<br />Entities like the Smithsonian exist to perform a task—to do work for society<br />Why do we get to spend<br />$1.2 Billion / year?<br />What benefits return to society?<br />
    47. 47. Urgency<br />John P. Kotter, A Sense of Urgency<br />HBR “Ideacast” clip, 2:30<br />Audio clip plays for 2:30. Advance through next 7 slides manually<br />
    48. 48. Urgency<br />John P. Kotter, A Sense of Urgency<br />Thoughts, feelings and behaviors<br />
    49. 49. Urgency<br />John P. Kotter, A Sense of Urgency<br />Thoughts…<br />Great opportunities/hazards<br />
    50. 50. Urgency<br />John P. Kotter, A Sense of Urgency<br />Feelings…<br />Gut level determination that we’ll do something now<br />
    51. 51. Urgency<br />John P. Kotter, A Sense of Urgency<br />Behavior…<br />Hyper-alertness… commitment to making something happen with the important issues<br />
    52. 52. Urgency<br />John P. Kotter, A Sense of Urgency<br />Behavior…<br />We gotta get going with this because it’s so important.<br />
    53. 53. Urgency<br />John P. Kotter, A Sense of Urgency<br />Determination and movement that’s smart and that wins<br />
    54. 54. Urgency<br />John P. Kotter, A Sense of Urgency<br />The rate of change is going up.<br />
    55. 55. Relevance<br />Why make strategy?<br />Fear?<br />Pain?<br />Prioritize tactical opportunities?<br />Reestablish relevance?<br />
    56. 56. Let’s Make Strategy!<br />How?<br />
    57. 57. StrategyProcess<br />September, 2008:<br />“How to make Web and New Media Strategy” posted to internal blog<br />Workshop-to-wiki<br />Public<br />Fast<br />Transparent<br />Strategy<br />Execution<br />
    58. 58. This is THE most important slide (OK, I’m burying my lead, but the context is important)<br />StrategyProcess<br />The advantages of public, fast, and transparent<br /><ul><li>Faster than traditional committee-driven process
    59. 59. Increase size of brain trust
    60. 60. Improve the odds for change
    61. 61. Improve odds for execution (public promises not easily forgotten)
    62. 62. Outside champions more likely to support “commons” goals than status-quo insiders
    63. 63. Walking the Talk vis-à-vis crowdsourcing and innovation model
    64. 64. “You get what you practice”</li></ul>Strategy<br />Execution<br />
    65. 65. StrategyProcess<br />October 2008“What I Heard and What I’ll Tell Senior Management” posted to Internal Blog<br />Blessing and advice from practitioners:<br />Fast, transparent, public<br />GOVERNANCE!<br />SUPPORT<br />ACTIONABLE<br />…last chance dude<br />Strategy<br />Execution<br />
    66. 66. StrategyProcess<br />What Actually Happened?<br />Strategy<br />Execution<br />
    67. 67. Internal Blog/Wiki/Listserv<br />152 posts to internal blog<br />
    68. 68. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    69. 69. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    70. 70. Internal Blog/Wiki/Listserv<br />Classic blog/wiki playbook<br />
    71. 71. Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />
    72. 72. Steering Committee<br />Breakthrough! A FAQ on a Wiki instead of a charter!!!<br />Q: How is the committee going to make good decisions about leading-edge technologies and the inherent positive and negative of internet trends when they are not themselves internet experts?<br />A: It’s not going to be easy. We recognize that we aren’t experts and we may take missteps along the way. That’s why we will be seeking advice from many sources including internal practitioners and external leaders. We will also work to expand knowledge of our audiences and what actual users think of the Institution’s web and new media initiatives. The committee also recognizes the need to establish pan-Institutional working groups to address specific issues and opportunities, in much the same way as OCIO has established collaborative Technical Working Groups (TWGs) to make hardware and software decisions in recent years. <br />
    73. 73. Smithsonian 2.0<br />
    74. 74. Smithsonian 2.0<br />
    75. 75. Process: Workshops to Wiki<br />Http://smithsonian-webstrategy.wikispaces.com<br />
    76. 76. Process: Workshops to Wiki<br />
    77. 77. Process: Workshops to Wiki<br />Process at-a-glance<br />“The main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.” <br />
    78. 78. Process: Workshops to Wiki<br />
    79. 79. Process: Workshops to Wiki<br />
    80. 80. Process: Workshops to Wiki<br />
    81. 81. Process: Workshops to Wiki<br />
    82. 82. Process: Workshops to Wiki<br />
    83. 83. Public-Facing Wiki<br />Improvement/synthesis over time<br />Original workshop notes<br />
    84. 84. Public-Facing Wiki<br />Improvement/synthesis over time<br />Added highlight, Action Required<br />
    85. 85. Public-Facing Wiki<br />Improvement/synthesis over time<br />Attendee says “wait a minute!”<br />
    86. 86. Public-Facing Wiki<br />Improvement/synthesis over time<br />Apology and re-cast original assertion<br />
    87. 87. Public-Facing Wiki<br />Improvement/synthesis over time<br />Another user synthesizes core question: How do units break out these costs?<br />
    88. 88. YouTube: Voice Your Vision<br />
    89. 89. YouTube: Voice Your Vision<br />
    90. 90. Twitter: #si20<br />
    91. 91. Schedule/Workflow<br />
    92. 92. Web & New Media Strategy<br />
    93. 93. Strategy Structure<br />Themes<br />Update the Smithsonian Digital Experience<br />Update the Smithsonian Learning Model<br />Balance Autonomy and Control within SI<br />8 Goals<br />External Mission<br />Brand<br />Learning<br />Audience<br />Internal Interpretation<br />Technology<br />Business Model<br />Governance<br />Each Goal has specific program, policy, and tactical recommendations<br />
    94. 94. Theme 1: Update the SI Digital Experience<br />Community engagement, content, and findability across all platforms<br />American Indian<br />National Zoo<br />Natural History<br />Tropical Research Institute<br />American History<br />Astrophysical Observatory<br />Hirshhorn<br />Smithsonian Associates<br />Air and Space<br />Environ-mental Research Cntr<br />Photo Initiative<br />Freer / Sackler<br />Museum Conservation Institute<br />Latino Center<br />Asian Pacific American Program<br />Folklife / Cultural Heritage<br />Traveling Exhibitions<br />Anacostia Museum<br />African Art<br />SI Libraries<br />Cooper-Hewitt<br />Postal Museum<br />SI Across America<br />Portrait Gallery<br />National Science Resources Center<br />Affiliations<br />Education / Museum Studies<br />Which Web site has the informationI need? Where do I start? Can I get this on my mobile phone? Can I get it in an exhibit?<br />The Castle<br />Archives of American Art<br />What can I do with this content once I find it? How can I interact with my fellow-visitors?<br />From inside any of these sites, where’s the rest of the Smithsonian’s content, visitors, community?<br />
    95. 95. Theme 2: Update the SI Learning Model<br />New Platforms for learning andcollaborative knowledge creation<br />Old Learning Model<br />New Learning Model<br />
    96. 96. Theme 3: Balance Authority and Control within SI<br />Innovation at the edges:a commons in the middle<br />
    97. 97. Strategic GoalsStuff we’ve got to DO!<br />
    98. 98. Strategic GoalsStuff we’ve got to DO!<br />Uhhhgggg! <br />I can’t bear to see eight slides with the title “Strategic Goals...”<br />
    99. 99. Strategic GoalsStuff we’ve got to DO!<br />
    100. 100. Strategic GoalsStuff we’ve got to DO!<br />Under the 8 goals there are 54 specific tactical recommendations<br />
    101. 101. Strategy GoalsStuff we’ve got to DO!<br />Goal 1: Mission<br />Prioritize Web and New Media programs in proportion to their impact on the mission <br />Goal 2: Brand<br />Strengthen the relationship between the Smithsonian brand and its sub-brands <br />Goal 3: Learning<br />Facilitate a dialogue in a global community of learners<br />Goal 4: Audience<br />Attract larger audiences and engage them in long-term relationships<br />
    102. 102. Strategy GoalsStuff we’ve got to DO!<br />Goal 5: Interpretation<br />Support the work of Smithsonian staff<br />Goal 6: Technology<br />Develop a platform for participation and innovation <br />Goal 7: Business Models<br />Increase revenue from e-commerce fundamentals and Web 2.0 perspectives <br />Goal 8: Governance<br />Design and implement a pan-Institutional governance model<br />
    103. 103. The Smithsonian CommonsA place to begin<br />“a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.”<br />Support the Four Grand Challenges<br />A new collaboration model<br />An new relationship with the public<br />A new model of learning and knowledge creation<br />
    104. 104. The Smithsonian CommonsA place to begin<br />More detail about what a commons is and why it matters via Imagining the Smithsonian Commons:<br />Annotated text of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />PowerPoint slides of &quot;Imagining a Smithsonian Commons&quot; on slideshare<br />video of the talk at Computers in Libraries, 2009<br />
    105. 105. I want to be a commons…<br />
    106. 106. Don’t forget about us!!!<br />
    107. 107. How can we make the Smithsonian<br />More relevant in a digital age?<br />Filmed April 26th, 2009 at the<br />Smithsonian in Washington, D.C.<br />http://www.youtube.com/watch?v=MTJ8u2HGtrs<br />
    108. 108. Video available upon request<br />

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