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NAS Seminar - Creating Value - Day 5

Jim Rosenberg
Jim Rosenberg

Final day of NAS seminar in Oman on creative value and strategic thinking. The focus for this day is communication: how do you help others understand and engage with your analysis? As with the other slide decks, this deck does not include our exercises and some content has been edited where we don't have the rights to share it on the internet.

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Talking About Strategy Building plans and communicating vision 息 2013 National Arts Strategies.
Putting It All to Work 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 9:15 Tell Your Story Simply 9:15 10:00 Organize People to Plan Together Well 10:15 12:00 Craft Your Story for Your Audience 12:45 1:45 Workshop Review 2:00 2:45 Round Table with Gail, Jim, & Myles 2:45 3:30 Thanks and Evaluations
Tell Your Story Simply Translating your analysis into a simple summary 息 2013 National Arts Strategies. 4
A Simple Presentation with SWOT 5息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats
SWOT at a Leading Museum 6息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats Global brand Collection Expanded building Event programming World-class board Two identities Stakeholder disagreement Succession approaching Cant talk about it Building covenants Destination city Books and news Performance partners Digital culture Nature of loyalty Rivalry for funding
You Know the Detail 7息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats Global brand Collection Expanded building Event programming World-class board Two identities Stakeholder disagreement Succession approaching Cant talk about it Building covenants Destination city Books and news Performance partners Digital culture Nature of loyalty Rivalry for funding Key complementor from our environmental analysis Key resource from our business model canvas Issue identified in building our value proposition Issues found in analyzing audience attributes
Organize People to Plan Together Creating champions for change 息 2013 National Arts Strategies. 8
Planning Planning is about making your mission, vision, goals and strategy explicit. It will help clarify why your organization exists and what your organization does that is of value. 9息 2014 National Arts Strategies.
Failing to Plan is Planning to Fail 10息 2014 National Arts Strategies.
The Right Planning Process Involves the right people at the right time Works for the organisation 11息 2014 National Arts Strategies.
The Right Planning Process Gets progressively better Is timely 12息 2014 National Arts Strategies.
Planning Can Be Complex Not conceptually, but organizationally Implementation requires consensus on procedure The process itself can be counterintuitive Can challenge the culture of an organisation 13息 2014 National Arts Strategies.
Developed for Very Large Organizations Dont let the language get in the way Many frameworks to use for planning Recognize that planning is more art than science 14息 2014 National Arts Strategies.
Planning Process 15 Value Proposition Strategy Staging Financial Communicate Mission Vision Environment Analysis Targeting Why? What Exists? Who? What? How? When? How Much? Share
The Deliverables of a Plan I. Museum context i. Mission, Values, Vision ii. Objectives iii. Analysis of Museums Environment II. Institutional Strategy i. Scope ii. Target audiences iii. Value Promise and Differentiation iv. Participation Logic v. Competitive advantage III. Engagement Plan i. Customer relationship model ii. Marketing channels iii. Acquisition and growth strategy IV. Operating Plan i. Core activities ii. Core competencies iii. Key Partnerships iv. Cost Drivers V. Financial Projections VI. Staging & Action Grid 16息 2014 National Arts Strategies.
Common Traps Planning in the midst of a crisis Not involving the right people No clear driver/champion Fuzzy process Not allowing for different opinions and views Planning for a very, very long time (fatigue) Creating the big book no one ever looks at 17息 2014 National Arts Strategies.
Craft Your Story for Your Audience Help your colleagues really hear what you are saying 18
What do you need to say? How will it be heard? 19
Language can get in our way 20
Preparation is important! Great performance starts with a great script. Consider your audience and your message and write your own script when you are preparing for an important conversation. 21
Your script What is my desired outcome? What is their desired outcome? How much time will I have and in what setting? What do they need to know before we speak? What is the arc of this conversation? And after: what happened and what are the next actions? 22
The arc of a good conversation Everyone involved in the conversation understands the purpose of the conversation. Background information is offered or has been seen before the conversation. There is regular exchange so that everyone is confident they are talking about the same thing. There is a clear understanding about what happens next. 23
Communicating with Different Stakeholders Who has the power to help, or hinder, your planning or program? What does he/she care about? 24
Power and Interest Grid high Power low Interest high Keep satisfied Manage closely Monitor (least amount of effort) Keep informed 25
Making a Perfect Pitch 26息 2014 National Arts Strategies.
Fierce Conversations 27 What gets talked about and how it gets talked about determines what gets done and what does not get done. Based on the work of Susan Scott and interpretations of Professor Horst Abraham
Three Transformational Concepts: 28
7 Principles of Fierce Communication 29
Healthy relationships include both confrontation & appreciation. 30
Fierce Conversation Worksheet 31
A Look at Our Week Together Key ideas and open questions 息 2014 National Arts Strategies. 32
What We Covered This Week 33息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
Creating the Most Value 34息 2014 National Arts Strategies. Visitor Value Museum Surplus + Subsidy Museum Cost Museum Value WillingnesstoParticipate Visitor Interest External Costs Visitor Value Admission Admission Cost
Defining Your Promise 35息 2014 National Arts Strategies. 1. Understand Your Audience Segments 2. Target the Audiences You Want 3. Identify Their Preferences 4. Define Your Value Promise 1 2 3 4
The Positioning Statement For, Target Segment is Our Offering (single most important claim) among all (competitive frame) because (most important support)
Strategic Thinking for Daily Decisions 37息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
Value Promise Audience Participation Impact & Education Ministry Allocation Participation Logic Participation Logic 38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 to Understand Environment 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 Businesses Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 40息 2014 National Arts Strategies.
The Business Model Canvas 41息 2014 National Arts Strategies.
A Model for Collective Impact 42息 2014 National Arts Strategies. Common Agenda Mutually Reinforcing Activities Shared Measurement Continuous Communication Backbone Organization Adapted from FSG.org
Sharing with Plain Language 43息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats
Engaging Champions Through Process 44 Value Proposition Strategy Staging Financial Communicate Mission Vision Environment Analysis Targeting Why? What Exists? Who? What? How? When? How Much? Share
Making a Perfect Pitch 45息 2014 National Arts Strategies.
Fierce Conversations 46 What gets talked about and how it gets talked about determines what gets done and what does not get done. Based on the work of Susan Scott and interpretations of Professor Horst Abraham
Creating the Most Value 47息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
Thank you 48息 2013 National Arts Strategies.

More Related Content

NAS Seminar - Creating Value - Day 5

  • 1. Talking About Strategy Building plans and communicating vision 息 2013 National Arts Strategies.
  • 2. Putting It All to Work 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 9:15 Tell Your Story Simply 9:15 10:00 Organize People to Plan Together Well 10:15 12:00 Craft Your Story for Your Audience 12:45 1:45 Workshop Review 2:00 2:45 Round Table with Gail, Jim, & Myles 2:45 3:30 Thanks and Evaluations
  • 4. Tell Your Story Simply Translating your analysis into a simple summary 息 2013 National Arts Strategies. 4
  • 5. A Simple Presentation with SWOT 5息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats
  • 6. SWOT at a Leading Museum 6息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats Global brand Collection Expanded building Event programming World-class board Two identities Stakeholder disagreement Succession approaching Cant talk about it Building covenants Destination city Books and news Performance partners Digital culture Nature of loyalty Rivalry for funding
  • 7. You Know the Detail 7息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats Global brand Collection Expanded building Event programming World-class board Two identities Stakeholder disagreement Succession approaching Cant talk about it Building covenants Destination city Books and news Performance partners Digital culture Nature of loyalty Rivalry for funding Key complementor from our environmental analysis Key resource from our business model canvas Issue identified in building our value proposition Issues found in analyzing audience attributes
  • 8. Organize People to Plan Together Creating champions for change 息 2013 National Arts Strategies. 8
  • 9. Planning Planning is about making your mission, vision, goals and strategy explicit. It will help clarify why your organization exists and what your organization does that is of value. 9息 2014 National Arts Strategies.
  • 10. Failing to Plan is Planning to Fail 10息 2014 National Arts Strategies.
  • 11. The Right Planning Process Involves the right people at the right time Works for the organisation 11息 2014 National Arts Strategies.
  • 12. The Right Planning Process Gets progressively better Is timely 12息 2014 National Arts Strategies.
  • 13. Planning Can Be Complex Not conceptually, but organizationally Implementation requires consensus on procedure The process itself can be counterintuitive Can challenge the culture of an organisation 13息 2014 National Arts Strategies.
  • 14. Developed for Very Large Organizations Dont let the language get in the way Many frameworks to use for planning Recognize that planning is more art than science 14息 2014 National Arts Strategies.
  • 15. Planning Process 15 Value Proposition Strategy Staging Financial Communicate Mission Vision Environment Analysis Targeting Why? What Exists? Who? What? How? When? How Much? Share
  • 16. The Deliverables of a Plan I. Museum context i. Mission, Values, Vision ii. Objectives iii. Analysis of Museums Environment II. Institutional Strategy i. Scope ii. Target audiences iii. Value Promise and Differentiation iv. Participation Logic v. Competitive advantage III. Engagement Plan i. Customer relationship model ii. Marketing channels iii. Acquisition and growth strategy IV. Operating Plan i. Core activities ii. Core competencies iii. Key Partnerships iv. Cost Drivers V. Financial Projections VI. Staging & Action Grid 16息 2014 National Arts Strategies.
  • 17. Common Traps Planning in the midst of a crisis Not involving the right people No clear driver/champion Fuzzy process Not allowing for different opinions and views Planning for a very, very long time (fatigue) Creating the big book no one ever looks at 17息 2014 National Arts Strategies.
  • 18. Craft Your Story for Your Audience Help your colleagues really hear what you are saying 18
  • 19. What do you need to say? How will it be heard? 19
  • 20. Language can get in our way 20
  • 21. Preparation is important! Great performance starts with a great script. Consider your audience and your message and write your own script when you are preparing for an important conversation. 21
  • 22. Your script What is my desired outcome? What is their desired outcome? How much time will I have and in what setting? What do they need to know before we speak? What is the arc of this conversation? And after: what happened and what are the next actions? 22
  • 23. The arc of a good conversation Everyone involved in the conversation understands the purpose of the conversation. Background information is offered or has been seen before the conversation. There is regular exchange so that everyone is confident they are talking about the same thing. There is a clear understanding about what happens next. 23
  • 24. Communicating with Different Stakeholders Who has the power to help, or hinder, your planning or program? What does he/she care about? 24
  • 25. Power and Interest Grid high Power low Interest high Keep satisfied Manage closely Monitor (least amount of effort) Keep informed 25
  • 26. Making a Perfect Pitch 26息 2014 National Arts Strategies.
  • 27. Fierce Conversations 27 What gets talked about and how it gets talked about determines what gets done and what does not get done. Based on the work of Susan Scott and interpretations of Professor Horst Abraham
  • 29. 7 Principles of Fierce Communication 29
  • 30. Healthy relationships include both confrontation & appreciation. 30
  • 32. A Look at Our Week Together Key ideas and open questions 息 2014 National Arts Strategies. 32
  • 33. What We Covered This Week 33息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
  • 34. Creating the Most Value 34息 2014 National Arts Strategies. Visitor Value Museum Surplus + Subsidy Museum Cost Museum Value WillingnesstoParticipate Visitor Interest External Costs Visitor Value Admission Admission Cost
  • 35. Defining Your Promise 35息 2014 National Arts Strategies. 1. Understand Your Audience Segments 2. Target the Audiences You Want 3. Identify Their Preferences 4. Define Your Value Promise 1 2 3 4
  • 36. The Positioning Statement For, Target Segment is Our Offering (single most important claim) among all (competitive frame) because (most important support)
  • 37. Strategic Thinking for Daily Decisions 37息 2014 National Arts Strategies. Strategic Thinking Filter On Goal Right Target Supports Logic Builds Uniqueness Right Time
  • 39. THE MUSEUM Employees Ministry Department Competitors Audiences The Media Special-Interest Groups Suppliers Social Variables Technological VariablesEconomic Variables Political Variables Six Forces to Understand Environment 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 Businesses Complement Your Work? Can Audiences Set Critical Terms? Do Suppliers Set Critical Terms? 40息 2014 National Arts Strategies.
  • 40. The Business Model Canvas 41息 2014 National Arts Strategies.
  • 41. A Model for Collective Impact 42息 2014 National Arts Strategies. Common Agenda Mutually Reinforcing Activities Shared Measurement Continuous Communication Backbone Organization Adapted from FSG.org
  • 42. Sharing with Plain Language 43息 2014 National Arts Strategies. Favorable Unfavorable Internal Strengths Weaknesses External Opportunities Threats
  • 43. Engaging Champions Through Process 44 Value Proposition Strategy Staging Financial Communicate Mission Vision Environment Analysis Targeting Why? What Exists? Who? What? How? When? How Much? Share
  • 44. Making a Perfect Pitch 45息 2014 National Arts Strategies.
  • 45. Fierce Conversations 46 What gets talked about and how it gets talked about determines what gets done and what does not get done. Based on the work of Susan Scott and interpretations of Professor Horst Abraham
  • 46. Creating the Most Value 47息 2013 National Arts Strategies. Strategic Thinking Integrated Action Planning & Communication Collective Action Community Value
  • 47. Thank you 48息 2013 National Arts Strategies.