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”.
Scenario no 3 from the Centre for the Future of Museums (of the American Alliance of Museums) is more balanced after the optimistic and pessimistic versions – though what we think if as positive or negative might lie in the eye of the beholder. Here is A New Equilibrium.
The 4th and final scenario will be published in October.
French president Emanuel Macron is introducing a free culture pass for 18 year olds worth €500. It will be interesting to see if and how it works, especially as money is not the only barrier to arts. Two writers consider the potential of the new pilot scheme: www.apollo-magazine.com/will-macrons-culture-pass-have-much-impact/
We might be tired of the term (I can see eyes rolling…), but it seems that the multitude of communication tools hasn’t fundamentally changed the issue. And arts organisations (at least the bigger ones) are as guilty as business.
Here is a related cartoon by the Marketoonist and an HBR article that suggest to revive the GE Work-out process to overcome the silos.
The second scenario from the Centre for the Future of Museums (of the American Alliance of Museums) is a pessimistic scenario: Fragmentation, challenging us to think about how we can future proof ourselves, our museums and society.
A third scenario will be published later in September.