Today cultural institutions are facing important dilemmas in many aspects of their management. Over the past decades, a new figure has emerged that of the art manager. Imagine you went to work every day to connect artists with audiences, vision with reality, and money with a mission. That is what managers in the arts do, they play an essential role in transforming the minds, lives, and communities through creative expression. This course has been conceptualized to address the need of skills and techniques to help professionals and managers in running art and cultural institutions. Learning Objectives There are three objectives to this course. First, we will approach the biggest issue cultural institutions face, the coexistence of managers and curators and giving evidence as to when, how, and why they can get along. Second, we will focus on some contemporary facets on what is means to manage a cultural institution and what cultural managers should expect and be able to face. And lastly, we will provide models and tools to design and implement appropriate courses of action to satisfy customers (visitors and audiences) and build an advantage over the competition. Course Structure The course is divided into six sections. Five sections are dedicated to specific aspects and themes of managing cultural institutions, while the sixth section is dedicated to individual interviews of prominent cultural institution managers on specific topics. The involvement of professionals and managers gives an incredible value to the learning experience of this course. Each module is paired with a quiz and discussion forums to reflect on the variety of the heritage management, its complexity, and the power of the network that we will build together during the course. Successful completion of the quizzes is required for a course certificate as explained in the Grading Policy page. If you love art and want to make an impact in this unique and fantastic sector, this course will support you in understanding the peculiarities of this sector and how to leverage on its tools to make a bigger impact. Look forward to meeting you online! Acknowledgements: Vatican Museums: www.museivaticani.va Cenacolo Vinciano: www.beniculturali.it/mibac/export/MiBAC/sito-MiBAC/Contenuti/MibacUnif/Eventi/visualizza_asset.html_1283837989.html (ITA) FAI (Fondo Ambiente Italiano): eng.fondoambiente.it MUVE (Fondazione Musei Civici Venezia): www.visitmuve.it The National Trust: www.nationaltrust.org.uk The Archeological Site of Paestum: www.museopaestum.beniculturali.it whc.unesco.org/en/list/842 Museo dell'Opera del Duomo (Florence): www.museumflorence.com Museo del Violino: www.museodelviolino.org _________________________________ Disclaimer - Since some of the videos are conducted with those whose native language is not English, we have decided to sometimes preserve their more emphatic speech to keep a tighter match between the audio and subtitles.
5.7 #SocialEngagement: Exploiting Digital Transformation
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From the course by Università Bocconi
Arts and Heritage Management
253 ratings
From the lesson
THE NUMBERS HERITAGE NEEDS TO GROW
Art institutions must implement a sustainable plan. In order to do such, they need to leverage on data, numbers, and information. What are the most important aspects to focus on in order to run a sustainable and competitive art institution?
Meet the Instructors
Andrea RuraleDirector
Master in Arts Management and Administration (MAMA)
Museums and
other cultural institutions are facing, in these days, an important moment.
The important moment of the challenge represented by the digital transformation.
What are the advantages that a cultural institution can get from this
kind of transformation?
First of all, with and thanks mainly to the digital transformation we are able to
enable visitors to enhance their experiences in our cultural institutions.
Consider how it can be different,
the visit of a museum with a particular device,
increased reality.
Consider how the possibility to be geo-localized inside
the museum can represent an automatic way of having
the explanation of the work we have in front of us.
There is a second advantage that we can benefit from due to this transformation
which is represented by the extreme amount of works of art that institutions and
museums and also performing art organizations can collect,
so the digitalization of the collections of the institutions.
Then there is a third element that we need to consider
that is represented the possibility of engaging your audience
through digital transformation, to the capability of the audience to enter
encounter into contact with the museum and the performing arts institution,
not only during the performance of the visit but also before and also later,
we are able to manage and exploit their relationship with, not only the actual
customer, visitor, or audience but also the prospective one.
Then there is another example that we can take into consideration of the MET
where they decided to put the audio guide files online,
so it was possible to download them and have them on your own mobile, enter the museum,
and have your own already downloaded descriptions of the works of art.
This of course is getting more and more important to wait the availability
of platform or of downloading application and
content to that smartphones and iPhones are representing nowadays.
Another example of how digital transformation can really change the way
museums and performing art activities refer to the audience and visitors is
the British Museum,
what happened there?
The British Museum is probably the best example of "virtual reality"
that a museum can create in order to convey the experience of
living in a moment that actually is not possible to live in nowadays.
They bring visitors to the Bronze Age.
This was an activity done in the British Museum that was possible
because of the importance of the digital devices and
tools that we have nowadays.
The very importance of how digital and
the transformation into digital from physical is representing nowadays,
was very much considered also by the Tate gallery that developed a very
important also study on the approaches and
activity that the museum were undertaking in the past.
Now, Tate Gallery is present and decided that it's spontaneous to be present in
all the kinds of social networks and
it was one of the first museums to use this kind of approach.
With the idea that the more present you are on social networks, the bigger
the number of consumers and prospective visitors you are engaging is,
and the bigger the reputation that you are building is,
thanks to word-of-mouth and the role played by the visitors and consumers.
Another example that I think is quite important is the activity
done in the Getty Museum in Los Angeles,
where the importance of the digital collection
of information is represented in the open source
collection of works of art that were digitalized among the collection.
So from the possibility to see the works of art physically,
there is also the possibility to access the images and
the information regarding the entire collection
just by logging into the website and entering the website of the museum.
Connected with this, there is what happened in,
something that happened in Vienne for example.
Where in the said museum, there was the possibility to
completely open the entire collection of the museum online.
So based on the fact that the physical museum typically are able to show and
to expose between 5 and 10% of the entire collection that they possess,
all the collection was digitalized and
was made available for everybody forever in the website.
So which are the elements that we can also take into consideration,
considering the transformation into digital but
also transformation in the habits of the consumer.
The role of the millennial.
Museum needs to enlarge the basis of their customer and visitor and
performing art organization need to increase the number of the audience.
And the importance of the connection with millennial and
young generation is absolutely essential nowadays.
70% of millennial exposed to a work of art express the opinion to come back and
see again and be again in contact with the exposition of the art.
So basing on this, and basing on the fact that millennial typically
access to information regarding the works of art online and
even before the very moment of experience are causes
that should bring the organization into a proper approach,
and a proper study of how to engage and how to increase the number of
social devices and digital occasion of meeting the audience.
All in all, now we have the general framework of
how digital transformation can be considered important and essential for
engaging new customers, digitalilzing the works of art and
also engaging and providing a new experience.
Five strategy that allow cultural institution to
it unleashing this kind of power.
The power of the collection of the huge amount of data that the digital
transformation allow to collect.
First, the idea of creating proper accessories and
devices connected with the museum.
Engaging people in trying new devices in order to engage and
be in contact with the different works of art.
Then, the possibility of considering that sharing information,
sharing data is cheaper rather than holding data only in one institution.
So, using and exchanging information coming from different
institution is a creation of economy in a way in terms of less money
spent into collecting and giving back and exploiting the data.
Third, considering that the social media is a great vehicle for
creating reputation of the museum and
for the conveying of the information regarding the institution.
Fourth, the collection of data in the digital transformation allow
the museum to sell online.
Consider how important nowadays for cultural institution are the online shop.
The possibility of buying something, not necessarily during the experience
of the visitor just immediate but also in offline relation, without being there.
And finally, something that is quite important when we consider heritage and
mainly also archeology.
The fact that digitalized,
the work of art that belong to a museum is also a proof of ownership.
Giving the detail, a precise description of each work of art collected
in the museum in the entire collection with the information,
the date regarding when it was discovered,
who was the curator, how many time the painting was exposed and
where, is a proof of the ownership of the work of art itself.
Finally, we know that using and exploiting the digital transformation
will allow the institution to measure and to understand which are defective.
And the result of digital strategy that,
nowadays, all the museum needs to adopt.
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