I want, no NEED, to make our organisation even better for the people who choose to use us. To this end i’ve been wondering if thinking of our organisation’s internal workings as a series of services rather than teams is a better way to define the knotty web of a museum.
I hear frustrations from our users/customers/partners and workforce that aren’t often easy to solve and currently it is very hard to follow the “string” of what we do from end to end in order to better understand it and make it better. Typically a user’s journey with us crosses multiple teams and this often leads to both a disjointed user experience AND disjointed design/running of said thing. Who is responsible? If they are both trying to achieve the same then isn’t it really one team anyway? To be clear much of the problem isn’t org specific but the nature of having lots of competing priorities for any organisation that has more than a handful of people.
You never see a diagram or explanation of how many museums actually function. Instead we have team org charts that look similar, even when different organisations do very different things.
The default reaction when something isn’t working is to either move about the teams or change a team by adding people as the theory is more will be achieved. However in practice it is rarely the case. It’s led me to follow the thread of a team through it “doing” something from start to finish.
Long story less long I really now like to thing of whatever we’re delivering as a “service” which let’s me consider the whole process from end to end regardless of the teams it has to through. As an example, The Home Office have approximately 50 services. I’ve been asking people what services they deliver for a few years and it always seems to make people stop in their tracks as they haven’t thought of it (to be fair they know what they do just not articulated as a whol service). I have found some orgs that have a list of servies rhey sell but never their actual list of services.
Thus I wonder if many of our organisation problems would be better served in the lens of designing an organisation around its services not its teams. A team of teams can be born around service design.
Finally it then begs the question if a named team is needed at all or if it should simply be that you deliver X or Y service(s). Once you can define a service then you stand a much better chance of being able to make it better.
I’m not aware of museums currently using service design across the board so thought I’d share now in the hope others come forward. You can read about service design in the context of digital teams at Museums on the Web 2016 and of course Seb Chan has.
I have a pretty good handle on my email inbox. One of my best habits I have adopted is that when I’m processing my email, if the email response will only take 1-2mins to reply, then I MUST reply there and then. Simple. No need to procrastinate, flag it, or move it to a heaving folder never to be seen again.
And for a bonus habit: it helps if YOU write better emails in the first place. Make your emails as short as they can be, so that the email subject can read and reply in the same vein.
This week we launched a new “labs” blog for the good folks at Birmingham Museums Trust to share their experiments, announce new things or share opinions on any topic they wish. The aim of the game is to keep shipping.
In the summer of 2020 I was interviewed by Jane Finnis as part of a commission from the Europeana Foundation about digital transformation. The report is useful for everybody interested in digital and includes a few quotes from yours truly too.
Read the report and Jane has written over on Medium Why digitally literate leadership is so important right now.
After several months planning, Friday 10th July saw a group of us meet online to hear 18 speakers and performers explain “What Matters Now” to them.
I was proud to have a small part to play in organising and opening the event. Each person was given 5 minutes to have the digital floor and do whatever they felt. We had petcha ketcha style, poetry, DJ, song, and open minds and hearts. The performers and audience came from across the globe and the energy was 11/10.
The videos will be available soon.
The internet was designed for openess and collaboration. Big check in the boxes for this event.
Thank you to Mike for bringing us all together.
Lots of Love.
I wrote a 500 word piece for the Museum Association on the subject of how the impact of Covid-19 could usher in change.
Like all good organisations, we have disaster plans, back-up plans and alternative plans.https://www.museumsassociation.org/museums-journal/comment/24062020-test-our-assumptions-about-what-people-want-from-us
Since 1983 and beyond.
I regularly get emails from folks who have been instructed to get in touch with me to learn how I make money for our service. Firstly, it isn’t me making money. I help wrangle the conditions for our teams to do their best work and in turn revenue is generated. The services we provide are either designed to generate revenue OR making revenue is a by-product of something else we do. I’m sure that fancy business cases, spreadsheets and presentations work but I always start a simple question to my boss:
“What is the bottom line that you need from us?”
Once I have that single figure I can then set about to see how things need to change to respond to the goal. Better still I then internalise the goal as “how little can we afford to grow?“. Surely you’d think I would be always seeking the maximise right? wrong. Growing too much too quickly always has an impact on our resources. Sure we can sell more events but we would suddenly need to close public spaces in core hours which negatively impacts our public offer. I could insist our retail only stocked products in the £25+ region but alienate a large chunk of people who are in the £5-£25 region. The list of things I could do is endless.
So instead of having no constraints I prefer to have clear constraints grounded in walking a fine line of making money without stepping too far. Find out what is a sensible level of business by asking similarly positioned services to give you a benchmark. For example we need our retail to be in the 50p to £1 spend per head region, host on average three events per week and attract 400-500 filming days per year.
Grow by all means but not at any cost.