Digital awareness makes the cultural sector future-proof
As a result of the corona pandemic, the general public has become a lot more positive about digitalisation. But is this sentiment shared by cultural organisations, now that people are able to visit in person again? DEN discussed the matter with 25 cultural organisations. They can see the necessity for digitalisation, but are often unsure as to the skills it requires. How can the sector fully embrace these digital opportunities?
As the driving force behind digital transformation, DEN makes cultural organisations aware that a successful digital transformation requires an integral approach: it can only work if the entire organisation is on board. Investing in different skills such as Google Analytics, digital archiving and CRM systems is not enough. Create a solid foundation by opting for digital leadership and by working on digital intelligence. The more digitally aware the employees are, the stronger the foundation for implementing a successful digital strategy.
At the same time, the majority of organisations we talked to indicated that digital innovation is still very much driven ad hoc and not really based on a strategy as such. Artistic creations are already the epitome of innovation, and now it’s time for cultural organisations to decide where they stand with regard to technology and innovation as well.
Would you like to discuss your organisation’s digital opportunities? Contact one of our advisers for a personal consultation.
Opting for agility
Organisations that anticipate changing circumstances are demonstrably more successful, more customer-focused as well as more efficient and more profitable. Whereas the cultural sector excelled in terms of digital agility during the corona lockdowns, it now seems as if they have turned back the clock again. Is this a good idea? After all, the digital society continues to surge forward.
Innovation requires a critical eye, flexibility and cooperation.
Innovation demands a continuous and critical review of one’s offerings, and requires building support for a change in direction, as the world is increasingly becoming more digital. Once you can get everyone in the organisation, from employees to business leaders, to embrace change, you have made that first important step. Ideally, cultural organisations would be more open to trends and developments, stimulating further reflection on their business model and audience. This would transform them into learning organisations based on experimentation and collaboration. This is how you stay relevant, now and in the future.
Digital pioneers are more successful
Pioneering organisations will either already have a digital strategy or they are currently working on one. They will often appoint someone who is responsible for the digital strategy and make room in their budget for this. This is also reflected in HR policy: pioneers are proactive when it comes to training and supporting employees and know which skills and what mindset are required. Together, they look for (external) perspectives and are not afraid to take risks or make mistakes.
The sector needs support during the digital transition. This is the only way organisations can make the most out of digital opportunities.
The comprehensive approach used by pioneers ensures the permanent embedding of their strategy and a greater audience reach. They not only meet the needs of an audience that has embraced the hybrid life, but also the audience of the future: a generation growing up in a world where everything is completely blended.
The sector as a whole cannot and should not transition on their own. There are calls from various parties to support the sector in their digital endeavours. Our digital society offers cultural organisations plenty of opportunities to increase their relevance.
More flexible spending and accountability
The Podiumkunsten Alliantie (Performing Arts Alliance) urges digital production houses (Opens an external link)to share their knowledge about online creation and production processes. The VNG (Association of Dutch Municipalities) supports the digital transformation process and lists the current financial constraints (Opens an external link). Smaller organisations, in particular, do not have a large enough budget to develop their digital offering and the required marketing efforts. DEN had already identified this digital divide and sees a role for government in this regard.
A more flexible accountability structure offers more room for innovation. DEN’s survey showed the urgency of a digital transformation vision that lasts beyond the four-yearly subsidy awards. An organisation’s control over how subsidies are spent is also high on the agenda. After all, it requires substantial investment for an organisation to make a digital impact. The Dutch Council for Culture is also asking questions (Opens an external link) (regarding the current setup of the basic infrastructure and assessment criteria, now that organisational structures and genres are less well defined).
Once cultural organisations are fully digitally active, it will automatically become apparent what they need. DEN plays an important role here: not just as the driving force but also as educator and knowledge sharer. The pioneers in this field show us that digitalisation is not just a way to survive but also to thrive. Organisations that are digitally aware are prepared for the future!
