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Talking About Strategy
Building plans and communicating vision
© 2013 National Arts Strategies.
Putting It All to Work
2© 2013 National Arts Strategies.
Strategic Thinking
Integrated Action
Planning & Communication
Collective Action
Community Value
Our Plan for Today
3© 2014 National Arts Strategies.
8:30 – 9:15 Tell Your Story Simply
9:15 – 10:00 Organize People to Plan Together Well
10:15 – 12:00 Craft Your Story for Your Audience
12:45 – 1:45 Workshop Review
2:00 – 2:45 Round Table with Gail, Jim, & Myles
2:45 – 3:30 Thanks and Evaluations
Tell Your Story Simply
Translating your analysis into a simple summary
© 2013 National Arts Strategies.
4
A Simple Presentation with SWOT
5© 2014 National Arts Strategies.
Favorable Unfavorable
Inte
rna
l
Strengths Weaknesses
Exte
rna
l
Opportunities Threats
SWOT at a Leading Museum
6© 2014 National Arts Strategies.
Favorable Unfavorable
Inte
rna
l
Strengths Weaknesses
Exte
rna
l
Opportunities Threats
• Global brand• Collection• Expanded building• Event programming• World-class board
• Two identities• Stakeholder disagreement• Succession approaching• “Can’t talk about it”• Building covenants
• Destination city• Books and news• Performance partners
• Digital culture• Nature of “loyalty”• Rivalry for funding
You Know the Detail
7© 2014 National Arts Strategies.
Favorable Unfavorable
Inte
rna
l
Strengths Weaknesses
Exte
rna
l
Opportunities Threats
• Global brand• Collection• Expanded building• Event programming• World-class board
• Two identities• Stakeholder disagreement• Succession approaching• “Can’t talk about it”• Building covenants
• Destination city• Books and news• Performance partners
• Digital culture• Nature of “loyalty”• Rivalry for funding
Key complementor from our environmental analysis
Key resource from our business
model canvas
Issue identified in building our value proposition
Issues found in analyzing audience attributes
Organize People to Plan Together
Creating champions for change
© 2013 National Arts Strategies.
8
Planning…
Planning is aboutmaking your mission, vision,
goals and strategy explicit. It will help clarify
why your organization exists and what your organization does
that is of value.
9© 2014 National Arts Strategies.
Failing to Plan is Planning to Fail
10© 2014 National Arts Strategies.
The Right Planning Process
Involves the right
people at the right
time
Works for the
organisation
11© 2014 National Arts Strategies.
The Right Planning Process…
Gets progressively better
Is timely
12© 2014 National Arts Strategies.
Planning Can Be Complex
Not conceptually, but
organizationally
Implementation requires
consensus on procedure
The process itself can be
counterintuitive
Can challenge the culture of
an organisation
13© 2014 National Arts Strategies.
Developed for Very Large Organizations
Don’t let the language get in the way
Many frameworks to use for planning
Recognize that planning is more art than science
14© 2014 National Arts Strategies.
Planning Process
15
Value Proposition
Strategy Staging Financial Communicate
Mission Vision
Environment Analysis
Targeting
Why? What Exists? Who? What?
How? When? How Much? Share
The Deliverables of a Plan
I. Museum contexti. Mission, Values, Visionii. Objectivesiii. Analysis of Museum’s
Environment
II. Institutional Strategyi. Scopeii. Target audiencesiii. Value Promise and
Differentiationiv. Participation Logicv. Competitive advantage
III. Engagement Plani. Customer relationship
modelii. Marketing channelsiii. Acquisition and growth
strategy
IV. Operating Plani. Core activitiesii. Core competenciesiii. Key Partnershipsiv. Cost Drivers
V. Financial Projections
VI. Staging & Action Grid
16© 2014 National Arts Strategies.
Common Traps
Planning in the midst of a crisis
Not involving the right people
No clear driver/champion
Fuzzy process
Not allowing for different opinions and views
Planning for a very, very long time (fatigue)
Creating the big book no one ever looks at
17© 2014 National Arts Strategies.
Craft Your Story for Your Audience
Help your colleagues really hear what you are saying
18
What do you need
to say? How
will it be heard?
19
Language can get in our way
20
Preparation is important!
Great performance starts with a great script. Consider your audience and your message and write your own script when you are preparing for an important conversation.
21
Your script
What is my desired outcome? What is their desired outcome?
How much time will I have and in what setting?
What do they need to know before we speak?
What is the arc of this conversation?
And after: what happened and what are the next actions?
22
The arc of a good conversation
• Everyone involved in the conversation
understands the purpose of the
conversation.
• Background information is offered or has
been seen before the conversation.
• There is regular exchange so that
everyone is confident they are talking
about the same thing.
• There is a clear understanding about
what happens next.
23
Communicating with Different Stakeholders
Who has the power to help, or hinder, your planning or program?
What does he/she care about?
24
Power and Interest Grid
high
Power
low Interest high
Keepsatisfied
Manage closely
Monitor (least amount of effort)
Keep informed
25
Making a “Perfect Pitch”
26© 2014 National Arts Strategies.
Fierce Conversations
27
What gets talked about and how it gets talked about determines what gets done and what does
not get done.
Based on the work of Susan Scott and interpretations of
Professor Horst Abraham
Three ‘Transformational’ Concepts:
28
7 Principles of ‘Fierce’ Communication
29
Healthy relationships include both
confrontation & appreciation.
30
Fierce Conversation Worksheet
31
A Look at Our Week Together
Key ideas and open questions
© 2014 National Arts Strategies.
32
What We Covered This Week
33© 2013 National Arts Strategies.
Strategic Thinking
Integrated Action
Planning & Communication
Collective Action
Community Value
Creating the Most Value
34© 2014 National Arts Strategies.
Visitor Value
Museum Surplus
+ Subsidy
Museum Cost
Museum Value
Will
ingn
ess
to P
arti
cip
ate
Visitor Interest
External Costs
Visitor Value
AdmissionAdmission
Cost
Defining Your Promise
35© 2014 National Arts Strategies.
1. Understand YourAudience Segments
2. Target the Audiences You Want
3. IdentifyTheir Preferences
4. Define YourValue Promise
1
2
3
4
The Positioning Statement
For,Target Segment
isOur Offering (single most important claim)
among all(competitive frame)
because(most important support)
Strategic Thinking for Daily Decisions
37© 2014 National Arts Strategies.
Strategic Thinking Filter
On Goal
Right Target
Supports Logic
Builds Uniqueness
Right Time
ValuePromise
AudienceParticipation
Impact & Education
MinistryAllocation
“Participation Logic”
Participation Logic
38© 2014 National Arts Strategies.
THE MUSEUM
Employees
Ministry Department
Competitors Audiences
The Media Special-Interest Groups
Su
pp
lier
s
Social Variables
Technological VariablesEconomic Variables
Political Variables
“Six Forces” to Understand Environment
Level of Rivalry
Threat of New Entrants
Substitutes Complementors
Buyer PowerSupplier PowerDo Museums Compete with Each Other?
Are New Museums Entering the Field?
Do Audiences Have Substitute Options?
Can Businesses Complement Your
Work?
Can Audiences Set Critical Terms?
Do Suppliers Set Critical Terms?
40© 2014 National Arts Strategies.
The Business Model Canvas
41© 2014 National Arts Strategies.
A Model for Collective Impact
42© 2014 National Arts Strategies.
Common Agenda
Mutually Reinforcing Activities
Shared Measurement
Continuous Communication
Backbone Organization
Adapted from FSG.org
Sharing with Plain Language
43© 2014 National Arts Strategies.
Favorable Unfavorable
Inte
rna
l
Strengths Weaknesses
Exte
rna
l
Opportunities Threats
Engaging Champions Through Process
44
Value Proposition
Strategy Staging Financial Communicate
Mission Vision
Environment Analysis
Targeting
Why? What Exists? Who? What?
How? When? How Much? Share
Making a Perfect Pitch
45© 2014 National Arts Strategies.
Fierce Conversations
46
What gets talked about and how it gets talked about determines what gets done and what does
not get done.
Based on the work of Susan Scott and interpretations of
Professor Horst Abraham
Creating the Most Value
47© 2013 National Arts Strategies.
Strategic Thinking
Integrated Action
Planning & Communication
Collective Action
Community Value
Thank you
48© 2013 National Arts Strategies.