The 4 main themes | DISH2011
Business for Heritage
"A business-like approach to heritage is becoming more crucial, as becoming a cultural entrepreneur is now a key trait for institutions."Theme coördinator: Marco Streefkerk
Society is changing rapidly because of digitization and networking. The role heritage traditionally played is reassessed; new opportunities arise. Entrepreneurship, the ability to think out of the box and innovate into unexplored areas is more than ever a prerequisite for success, especially for knowledge sensitive organizations. The heritage sector, through its creativity, is well equipped to take up the challenges offered by the changing environment. However the new services that are designed and launched should also prove to be sustainable. This is a requirement for innovation to be successful and continuous. Therefore also a businesslike approach is needed to reap the fruit of creativity and hard work. It’s clear to us that the creation of value is the focus for this theme, but what strategies can link innovation and economics successfully together?
Business modeling was introduced to the heritage sector at DISH 2009. In 2011 we would like to hear how various organizations have used business modeling to make their innovation more successful since. We want to discuss business models that work and those that don’t. Tell us how the process of innovation is organized within your organization and what is the relationship with traditional management tools like strategic plans, planning en control cycles, project management and statistics? We would like to see contributions that take sides in apparent controversies like: free content and making money, commercial activities and government funding, traditions and rapid change, entertainment and meaning, quality and quantity, mission and sales, authority and openness.
Share with us your views on what skills and attitude it takes for an organization to be entrepreneurial and businesslike. We want you to present to us the strategy that gives your institute confidence for its future, within the heritage domain or even beyond.
Topics on the current practice of new value creation include:
- User driven digitization
- Shared services
- National infrastructure
- Heritage and education
- Private funding
- Mobile services
- The public space
- Start using
- Embed in your organization control and innovation
- Define and work with patterns
- New research on collaboration, value creation and methodology
Co-creation and Crowdsourcing
"Collecting objects, tagging information and sharing opinions are hot."Theme coördinator: Anne Vroegop
Society is becoming ever more influential in the creation of institutional policy and the different products and services that institutions deliver. Issues on open source code, IPR, copyright laws and co-creation are assuming increasing importance.Crowdsourcing is engagement through your building and through new media applications. Collecting objects, tagging information and sharing opinions are hot topics. Tools and new apps are created by in-house labs to serve the new heritage consumer. Knowledge management will soon be as important as collection management. Heritage visitors become more en more heritage users. Therefore institutions provide a platform to connect, rate and sharing knowledge by giving tools to their audience. In some ways the audience creates co creating tools for the institutes. Crowdsourcing is a mean, not a goal in itself.
But how do you manage the crowd in a networked society?
Co-creation is at the heart of the open source software movement, where users have full access to the source code and are empowered to make their own changes and improvements to it. In the early 2000s, consultants and companies deployed co-creation as a tool for engaging customers in product design. During the mid-2000s, co-creation became a driving concept in social media and marketing techniques, where companies such as Converse persuaded large numbers of its most passionate customers to create their own video advertisements for the product. The Web 2.0 phenomenon encompassed many forms of co-creation marketing, as social and consumer communities became ‘ambassadors,’ ‘buss agent’ and ‘participants’ transforming the product experience.
- Best and worst practices and experiences with crowdsourcing and open innovation projects
- Experiences with in-house labs to create your own interactive products
- What makes a good volunteer? The European year of the volunteer
- How do you manage a community
- How do you set up a crowdsourcing project, keep it running, etc.?
- Definition sessions
- Upcoming personal (mobile) heritage technologies
- Upcoming personalized tools for heritage
- Doing useability tests/visitors research
"Change is always associated with extra costs, so in times of budget cuts there is a tendency to withdraw and stick to the traditional tasks."Theme coördinator: Frans Hoving
Rapid digitisation is the defining trend in today’s society. The public expects institutions to be as active on the Internet as they are. How do you equip yourself for these new roles, that demand new functions and new competencies in your organisation. What does this mean for the use of your resources, should you shift your activities from the fysical to the digital domein? Or should you rather develop new activities, next to the ones that you already undertake? Heritage institutions are used to working with volunteers for example, but managing a crowdsourcing project is really something different than managing volunteers within the walls of your institution.
At the same time many institutions are confronted with budget cuts, that makes it even more difficult to change organizations. Change is always associated with extra costs, so in times of budget cuts there is a tendency to withdraw on the traditional tasks. How do we change this pattern?
How can institutions successfully cope with these changes? Changes that are rather driven by new expectations and changing behaviour than by the technological changes in themselves?
- Introduction to new functions: what kind of new functions are emerging in heritage institutions?
- Stories about institutional change: how did they manage it?
- How do you measure output in the digital domain?
- Context of transition (traditions, culture, mentalities)
- Change management (internally, externally)
- What competencies are needed to guide transition
- If you want to innovate, you have to re-imagine your tasks
- Outsourcing ICT competencies
- Public/private partnerships
- How have co-creation and crowdsourcing influenced the organisation?
Building a New Public Space
"Strategies for creating and sustaining digital services should be user-driven, but are often policy-driven."Theme coördinator: Marco de Niet
Digitisation has changed the relationship between heritage institutions and their user groups, but this is not yet fully reflected in EU, national or institutional policies. These are still very much driven by a 'push' perspective, where the interests of the policy makers and institutions come first, and they ignore the interactive role of the users to create cultural value. Strategies for creating and sustaining digital services should be user-driven, but are often policy-driven. It is a common concern of all parties involved to invest in a new public space where digital cultural data can live and be used.
There are powerful opportunities for bottom up approaches in this new public space. There are already rich information systems built through user fora on culture (e.g. amateurs, cinefiles etc.), and these opportunities are unsufficiently addressed by both policy makers and cultural institutions. Is the cultural heritage sector fully aware of the potential of opening up cultural data? In EU project schemes there is hardly any room to set up grass roots projects, as project funding is highly institutionalised. Enthousiasm among young people is expected to be a major driving force in the future for entrepreneurship. This is not driven by policies or strategies, it is just happening. Mobile technologies enable virtual meeting spaces for these enthousiasts. How does this relate to the more traditional meeting spaces, the museums, archives and libraries? We need more organic (or overarching) forms of collaborations to support this kind of open innovation.
One may even state that there is a fundamental problem in the current framework, as is demonstrated in the discussions about copyright. It is getting more and more obvious that copyright in the digital age requires new laws and a new way of thinking about creativity and re-use. The same goes for the discussion about public/private partnerships. It is actively promoted that cultural heritage institutions try to find new business models and collaborate with private parties. However, we also see that cultural institutions are often restricted by non-disclosure agreements in such PPP's. How do we collectively handle our shared interests and create good conditions for all instead of one or two parties?
The theme "Building a new public space' addresses strategies for sustaining and using digital cultural data in the public domain in order to support the growth of a new public space. This encompasses a discussion of our experiences with policy development, international collaboration and open innovation. We will discuss good and bad practices and specific examples like i2020 and Europeana for the heritage sector. We welcome contributions about efforts to support and strengthen international collaborations and services both among institutions and user communities.
Topics addressed in this theme are:
- Cultural data as public data
- Individual and community enthusiasm as an economic force
- Rights framework
- Conditions for public/private partnerships
- Europeana: from a centralised portal to a distributive service
- Lessons learned from European digital projects
- Opportunities to improve international collaboration by involving user communities
Laatst gewijzigd: 28-11-2012