DEN + TwynstraGudde = training Digital Strategy for Cultural Organizations

When is a digital strategy successful?

A digital strategy goes beyond a document with great plans: it only becomes effective when it resonates throughout the entire organization. A digital strategy is successful when employees and stakeholders actively act upon it, advocate for it, and base their decisions on it. A digital strategy is thus an inseparable part of the broader organizational strategy. In the cultural sector, the focus is on keeping theaters, museums, and creators relevant in a world that is constantly digitizing. The world offers 24/7 access to art, culture, and information, often driven by AI. This means that new generations engage with culture differently and organize their leisure time in ways unlike before.

For cultural institutions, it is crucial to reorient and adapt to this changing context. Developing a clear digital strategy helps by providing concrete guidelines for leveraging digital opportunities and managing risks. Such a strategy serves as a practical guide to achieving shared ambitions and remaining future-proof.

What is the importance of developing a digital strategy?

Developing a digital strategy means that an organization takes the time to reflect on where it currently stands and where it wants to be in five to seven years. This process encourages reflection on its own relevance, both for the current and future audience. It compels organizations to think deeply about the question: what do we want to achieve, and how do we remain meaningful? This applies not only to the visitors already reached but especially to those who have not yet been reached.

In cultural institutions, experience shows that the process of strategic thinking is often valued precisely because it forces time for self-reflection and the posing of critical questions. Topics such as: do we know what our future audience wants? Is our digital infrastructure ready for further developments? Do we have the right knowledge and skills? And do all employees, including leadership, see the importance of a digital transformation? Answering these questions does not always yield immediate concrete solutions, but a strategy provides direction and guidance to work on them step by step.

How did you arrive at this approach to developing the strategy?

Together with DEN, we thought about the essential components of a digital strategy specifically for cultural institutions. Many of these organizations see digital transformation as a challenge, sometimes even as an intimidating concept. That is why a practical approach was chosen, avoiding technical jargon as much as possible. The focus is on thinking together about a strategy and embedding it broadly within the organization. This way, you create support and ensure that the digital transformation becomes more than just a paper reality.

The success of a digital strategy heavily depends on the extent to which it is embraced by the organization's leadership. It is important that the person ultimately responsible within the organization is not only involved in its development but also actively promotes and ensures its implementation. Drafting a strategy requires making choices: what gets priority and what can wait? Digital transformation takes time and resources, which can come at the expense of regular activities and other projects. Leadership plays a crucial role in justifying these choices and ensuring that the goals are achieved. The DEN framework provides a practical structure with all the necessary components and serves as a guide for targeted action.

Three tips for cultural institutions in developing a digital strategy:

1. Take the time and give employees space
   Drafting a digital strategy is not a matter of filling in blanks but a process that requires conversations and reflection. By engaging in discussions together, shared ambitions emerge, leading to a concrete and clear plan. This requires time and effort but ultimately yields more than a hastily prepared plan without involvement.
2. Learn from others and collaborate
   Developing a digital strategy is a challenge shared by many institutions. Collaboration offers opportunities: by learning from each other, gaining inspiration, or even working together on a strategy, especially if organizations operate in the same region or sector. This creates possibilities to use joint capacity and resources more efficiently, for example, by developing shared digital services. Consider even looking beyond cultural institutions and collaborating with partners from academia, business, or international organizations. This opens up new perspectives and can lead to better results.
3. Ensure clear leadership and ownership
   The initiative for both drafting and implementing a digital strategy ideally lies with the organization’s ultimate responsible person. This person has the task of not only endorsing the strategy but also actively promoting it. Decisions must align with the broader organizational strategy, and it is essential to ensure that the strategy is actually implemented. Periodic evaluation and adjustments where necessary help to stay on course and achieve objectives.