4/4 of Colleen Dilenschneider’s steps to a data informed organisation
Here is the forth post of Colleen’s path to becoming a data informed organisation: Seven Things Data-Informed Organisations Do Differently.
The 7 things are:
- Bring everyone to the same level of understanding;
- Incorporate data into all planning processes (not just marketing);
- Develop measurable objectives and metrics for success;
- Continuously gather market data and update plans accordingly;
- Take advantage of the predictive power of data;
- Look at market research as an investment rather than a cost; and
- Are actively shifting the organization’s culture
For me no7 is bringing it all together – a culture change. This is about attitudes to data, but I think behind this needs to be a positive attitude and approach to people – eventually it is not about data, but about our visitors, audience, customers, what ever we choose to call them, and about understanding them and showing empathy.
BTW, I realise I didn’t post her third blog, here it is if you want to complete the series and hear about common cognitive biases to data: Accepting Data Can Be Hard
A great post by Colleen Dilenschneider highlighting the importance of cross-departmental collaboration for developing audiences: www.colleendilen.com/2019/08/28/stepping-out-of-the-silos-5-things-that-are-everyones-job-in-cultural-organizations/
Cultural organisations as “places for people like me”
Younger audiences are more likely to think that cultural organisations are not ‘for people like for them’, says Colleen Dilenschneider in this KYOB post.
“There’s a lot to the ‘negative attitude affinities’ conversation. It’s wrapped up in diversity, equity, and inclusion, as well as age, physical ability, interest, income, being a parent or not, and self-identity. And because people are many things, there is no single magic bullet,” she argues.
The solution (and challenge) – an organisational culture that is consistently welcoming and to people of various different backgrounds and needs.
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.