The changing face(s) of London theatre
Indhu Rubasingham, artistic director of the Kiln theatre in London’s Kilburn, thinks so. He sees a variety of leadership in theatres and that this is already showing in new voices being presented on its stages, as he writes in this article:
The power (and risk) of staff interaction
In our increasingly digital lives, personal interaction still does make the difference. And it seems to be the best way to increase visitor satisfaction, suggests Colleen Dilenschneider in these two articles based on US visitor data.
The Most Reliable Way To Increase Visitor Satisfaction To Cultural Organizations
The Worst Thing About Visiting Cultural Organizations
A trend that’s perfect for cultural organisations
In an age of acceleration, people are increasingly seeking out opportunities to slow down, as this HBR article “The Growing Business of Helping Customers Slow Down” suggests. People are looking for simplicity, de-materialisation and authenticity. Retail is already integrating this in customer experiences.
It seems to me to be a great opportunity for museums, galleries and other cultural organisations to emphasise how they can facilitate deceleration. (And finally I found another reason to argue for more seating in museums, which is a strangely controversial topic ;).
New report released by Museums Aotearoa
Museums Aotearoa released a new report that brings together academic research with data collected from New Zealand museums and their visitors.
It shows how cultural institutions are making an active contribution to cultural well-being, social cohesion and the economy in addition to their vital role as kaitiaki of knowledge and taonga.
The power of brand inside organisations – shaping the staff and the visitor experience
I was thinking about branding and came across this interview with branding expert Robert Jones, strategist at Wolff Olins (the agency involved in the development of the Tate brand when Tate Modern first opened) and professor of brand leadership at the University of East Anglia.
What I found particularly interesting is the power of brands inside organisations as they set the tone and culture of the organisation and of staff behaviour.
This strikes me as highly relevant for arts and culture organisations who are about a visitor experience. This experience is to a large part shaped by its staff, those in direct contact with visitors as well as those behind the scenes – the more they live the brand the more visitors will experience it.
This means brand building should not only be thought of as an externally focused marketing activity, but that it can be a strong internal tool. An example from Ikea in the interview, demonstrates the role leadership can play in personifying the brand and setting a powerful example for internal culture and staff behaviour.
Do you want to develop and sustain new audiences? Then cross-functional collaboration is essential.
Here is a great post from Know-your-own-Bone about it:
4 Trends That Cannot Be Delegated To Departments Within Cultural Organizations
These trends are:
1) Integrating market research is not up to the Marketing Department
2) Achieving diversity and inclusion is not up to the Human Resources Department
3) Underscoring your mission is not the sole responsibility of the Education or Programs Departments
4) Securing philanthropic support cannot be achieved solely by the Development or Membership Departments
I am sure you can name more examples – leave a comment if you have any thoughts.
Wild Times is 4th and last scenario developed by the Centre for the Future of Museums (of the American Alliance of Museums) to provoke us to think about the future and how we can shape it. It shows how “a low probability, high impact event disrupts the best-laid plans”.