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NAS Seminar - Creating Value - Day 2

Jim Rosenberg
Jim Rosenberg

NAS seminar for museum professionals in Oman. The focus for this day is core strategy concepts and environmental analysis. The presentation was designed for participants who are not responsible for strategy but make day-to-day critical operations decisions. We focused on a set of concepts identified as most relevant for these managers and their current organizational goals.

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Thinking Strategically Ideas that can help you make great choices 息 2013 National Arts Strategies.
Tools for Great Decisions 2息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
Our Plan for Today 3息 2014 National Arts Strategies. 8:30 10:15 Using Strategy to Make Decisions 10:30 12:00 More Work on Using Ideas from Strategy 12:45 1:45 Making Sense of Your Outside Environment 2:00 3:00 More Work on Your Environment 3:00 3:30 Reflection on the Day
Will this action create value? Using strategic thinking to make decisions 4
What Strategy Is 息 2014 National Arts Strategies. Game Plan Pattern of Actions Resource Choices
What Strategy Is NOT 息 2014 National Arts Strategies. Formal Documents Public Statements Financial Goals Slogans
Strategy Touches All of an Institution 7息 2014 National Arts Strategies. Value Promise Audience Engagement Operations Financial Model
Strategy is about making choices Choices Choices 息 2014 National Arts Strategies.
Choices are difficult to make Allocation+Uncertainty+Irreversibility but are necessary to create the most value. 息 2014 National Arts Strategies.
Strategic Thinking for Daily Choices 10息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
Filter #1: On Goal How well does this action support our value promise? 11息 2014 National Arts Strategies.
Filter #2: On Target Does this action help us better serve the people we have targeted to serve? 息 2014 National Arts Strategies.
Value Promise Audience Participation Impact & Education Ministry Allocation Participation Logic Filter #3: Supports Logic 13息 2014 National Arts Strategies.
Participation Logic in a Museum 14息 2014 National Arts Strategies.
Will this create value? Continuing our look at using strategic thinking 息 2013 National Arts Strategies. 15
Strategic Thinking for Daily Decisions 16息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
Filter #4: Builds Uniqueness 17息 2014 National Arts Strategies. Low Cost Strategy Differentiation Strategy
Typical Sources of Uniqueness o Breadth of programs o Customer Service o Visitor friendliness o Availability o Price Image Novelty Quality Customization Pre / post visit service 息 2014 National Arts Strategies.
American Visionary Art Museum 19息 2014 National Arts Strategies.
King Abdulaziz Center for World Culture 20息 2014 National Arts Strategies.
Filter #5: Right Time 息 2014 National Arts Strategies. Growth in our Dreams Growth in Real Life Consider: 1. Value Added? 2. Urgency? 3. Have Resources? 4. Credible to Do? 5. Creates Options? Our Value Today
Staging in a Museum (Example) 22息 2014 National Arts Strategies. Create Digital Presence Add Educational Programs Increase Special (Traveling) Exhibits Create Dynamic Exhibit Platform Engages new audiences at lowest cost for them to try Expands opportunities for discovery Ensures variety and discovery, leverages partner resources Allows rapid redesign of physical experiences Value Promise: Why: Why Now: Urgent need to fit with audience behaviors / preferences Ensures promise is credible, uses existing resources Adds to credibility of promise; long lead times to book Requires time for funding, construction, design Your Place for Constant Discovery What:
Strategic Thinking for Daily Decisions 23息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
Thinking About the Outside World What matters and what doesnt? 息 2014 National Arts Strategies. 24
The Outside World is a Mess THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables
THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Level of Rivalry Threat of New Entrants Substitutes Complementors Buyer PowerSupplier Power Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 26息 2014 National Arts Strategies.
Do Museums Compete with Each Other? Competition grows when there is: Limited revenue Slow growth Equal institutions No differentiation High fixed costs No one exits
Are New Museums Entering the Field? The number of entrants increases & decreases with: Government policy Resource requirements Access to locations Efficiencies for big organizations
Do Suppliers Set Critical Terms? Suppliers set the terms when: Few suppliers Hard to switch Critical to your vision
Can Audiences Set Critical Terms? Audiences set terms when: One big customer Can easily switch sellers industry
Thinking About the Outside World Continuing our look at what matters and what doesnt 息 2014 National Arts Strategies. 31
THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 32息 2014 National Arts Strategies.
Do Audiences Have Substitute Options? Substitutes are plentiful when: Preferences vary Switching is easy Pricing varies
Can Others Complement Your Work? Complements can: Increase interest in participation Increase attention Enrich experiences Share resources 34息 2014 National Arts Strategies.
THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 35息 2014 National Arts Strategies.
A Look at Our Day Brief reflection on the day and plans for tomorrow 息 2014 National Arts Strategies. 36
What We Covered Ways to think about day-to-day choices Strategic thinking about your internal environment o Goal o Target Audiences o Participation Logic o Competitive Advantage o Staging Strategic thinking about your external environment o Six Forces framework 37息 2013 National Arts Strategies.
Key Ideas to Take With You Strategy isnt just planning, it is a way of thinking about your goals and the world around you Strategic thinking helps you make day-t0-day choices that create the most value for your communities A lens for analyzing the world you work in helps you see opportunities and challenges more clearly Substitutes and complements are often overlooked in planning and decision-making How we define our world makes a big difference our audiences are here in Oman but also around the region and the world 38息 2013 National Arts Strategies.
All the Technical Terms We Talked About The Strategy Literature Calls It On Goal Value Proposition Right Target Segmentation and Targeting Participation Logic Economic Logic Right time Staging Uniqueness Differentiation Competitive Advantage Do museums compete with each other? Rivalry Are new museums entering? New Entrant Can audiences set critical terms? Buyer Power Do suppliers set critical terms? Supplier Power Do audiences have substitute options? Substitutes Can others complement your work? Complementors 39息 2014 National Arts Strategies.
Thank you 40息 2013 National Arts Strategies.

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NAS Seminar - Creating Value - Day 2

  • 1. Thinking Strategically Ideas that can help you make great choices 息 2013 National Arts Strategies.
  • 2. Tools for Great Decisions 2息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
  • 3. Our Plan for Today 3息 2014 National Arts Strategies. 8:30 10:15 Using Strategy to Make Decisions 10:30 12:00 More Work on Using Ideas from Strategy 12:45 1:45 Making Sense of Your Outside Environment 2:00 3:00 More Work on Your Environment 3:00 3:30 Reflection on the Day
  • 4. Will this action create value? Using strategic thinking to make decisions 4
  • 5. What Strategy Is 息 2014 National Arts Strategies. Game Plan Pattern of Actions Resource Choices
  • 6. What Strategy Is NOT 息 2014 National Arts Strategies. Formal Documents Public Statements Financial Goals Slogans
  • 7. Strategy Touches All of an Institution 7息 2014 National Arts Strategies. Value Promise Audience Engagement Operations Financial Model
  • 8. Strategy is about making choices Choices Choices 息 2014 National Arts Strategies.
  • 9. Choices are difficult to make Allocation+Uncertainty+Irreversibility but are necessary to create the most value. 息 2014 National Arts Strategies.
  • 10. Strategic Thinking for Daily Choices 10息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
  • 11. Filter #1: On Goal How well does this action support our value promise? 11息 2014 National Arts Strategies.
  • 12. Filter #2: On Target Does this action help us better serve the people we have targeted to serve? 息 2014 National Arts Strategies.
  • 14. Participation Logic in a Museum 14息 2014 National Arts Strategies.
  • 15. Will this create value? Continuing our look at using strategic thinking 息 2013 National Arts Strategies. 15
  • 16. Strategic Thinking for Daily Decisions 16息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
  • 17. Filter #4: Builds Uniqueness 17息 2014 National Arts Strategies. Low Cost Strategy Differentiation Strategy
  • 18. Typical Sources of Uniqueness o Breadth of programs o Customer Service o Visitor friendliness o Availability o Price Image Novelty Quality Customization Pre / post visit service 息 2014 National Arts Strategies.
  • 19. American Visionary Art Museum 19息 2014 National Arts Strategies.
  • 20. King Abdulaziz Center for World Culture 20息 2014 National Arts Strategies.
  • 21. Filter #5: Right Time 息 2014 National Arts Strategies. Growth in our Dreams Growth in Real Life Consider: 1. Value Added? 2. Urgency? 3. Have Resources? 4. Credible to Do? 5. Creates Options? Our Value Today
  • 22. Staging in a Museum (Example) 22息 2014 National Arts Strategies. Create Digital Presence Add Educational Programs Increase Special (Traveling) Exhibits Create Dynamic Exhibit Platform Engages new audiences at lowest cost for them to try Expands opportunities for discovery Ensures variety and discovery, leverages partner resources Allows rapid redesign of physical experiences Value Promise: Why: Why Now: Urgent need to fit with audience behaviors / preferences Ensures promise is credible, uses existing resources Adds to credibility of promise; long lead times to book Requires time for funding, construction, design Your Place for Constant Discovery What:
  • 23. Strategic Thinking for Daily Decisions 23息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
  • 24. Thinking About the Outside World What matters and what doesnt? 息 2014 National Arts Strategies. 24
  • 25. The Outside World is a Mess THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables
  • 26. THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Level of Rivalry Threat of New Entrants Substitutes Complementors Buyer PowerSupplier Power Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 26息 2014 National Arts Strategies.
  • 27. Do Museums Compete with Each Other? Competition grows when there is: Limited revenue Slow growth Equal institutions No differentiation High fixed costs No one exits
  • 28. Are New Museums Entering the Field? The number of entrants increases & decreases with: Government policy Resource requirements Access to locations Efficiencies for big organizations
  • 29. Do Suppliers Set Critical Terms? Suppliers set the terms when: Few suppliers Hard to switch Critical to your vision
  • 30. Can Audiences Set Critical Terms? Audiences set terms when: One big customer Can easily switch sellers industry
  • 31. Thinking About the Outside World Continuing our look at what matters and what doesnt 息 2014 National Arts Strategies. 31
  • 32. THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 32息 2014 National Arts Strategies.
  • 33. Do Audiences Have Substitute Options? Substitutes are plentiful when: Preferences vary Switching is easy Pricing varies
  • 34. Can Others Complement Your Work? Complements can: Increase interest in participation Increase attention Enrich experiences Share resources 34息 2014 National Arts Strategies.
  • 35. THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces Creates a Clear Lens Do Museums Compete with Each Other? Are New Museums Entering the Field? Do Audiences Have Substitute Options? Can Others Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 35息 2014 National Arts Strategies.
  • 36. A Look at Our Day Brief reflection on the day and plans for tomorrow 息 2014 National Arts Strategies. 36
  • 37. What We Covered Ways to think about day-to-day choices Strategic thinking about your internal environment o Goal o Target Audiences o Participation Logic o Competitive Advantage o Staging Strategic thinking about your external environment o Six Forces framework 37息 2013 National Arts Strategies.
  • 38. Key Ideas to Take With You Strategy isnt just planning, it is a way of thinking about your goals and the world around you Strategic thinking helps you make day-t0-day choices that create the most value for your communities A lens for analyzing the world you work in helps you see opportunities and challenges more clearly Substitutes and complements are often overlooked in planning and decision-making How we define our world makes a big difference our audiences are here in Oman but also around the region and the world 38息 2013 National Arts Strategies.
  • 39. All the Technical Terms We Talked About The Strategy Literature Calls It On Goal Value Proposition Right Target Segmentation and Targeting Participation Logic Economic Logic Right time Staging Uniqueness Differentiation Competitive Advantage Do museums compete with each other? Rivalry Are new museums entering? New Entrant Can audiences set critical terms? Buyer Power Do suppliers set critical terms? Supplier Power Do audiences have substitute options? Substitutes Can others complement your work? Complementors 39息 2014 National Arts Strategies.
  • 40. Thank you 40息 2013 National Arts Strategies.