NAS Seminar - Creating Value - Day 5

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


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


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A Simple Presentation with SWOT


Favorable Unfavorable

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Strengths Weaknesses

Exte

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Opportunities Threats

SWOT at a Leading Museum



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• 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



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Exte

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• 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


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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.


Failing to Plan is Planning to Fail


The Right Planning Process

Involves the right

people at the right

time

Works for the

organisation


The Right Planning Process…

Gets progressively better

Is timely


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


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


Planning Process

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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


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


Craft Your Story for Your Audience

Help your colleagues really hear what you are saying

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What do you need

to say? How

will it be heard?

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Language can get in our way

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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.

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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?

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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.

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Communicating with Different Stakeholders

Who has the power to help, or hinder, your planning or program?

What does he/she care about?

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Power and Interest Grid

high

Power

low Interest high

Keepsatisfied

Manage closely

Monitor (least amount of effort)

Keep informed

25

Making a “Perfect Pitch”


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:

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7 Principles of ‘Fierce’ Communication

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Healthy relationships include both

confrontation & appreciation.

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Fierce Conversation Worksheet

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A Look at Our Week Together

Key ideas and open questions


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What We Covered This Week


Strategic Thinking

Integrated Action


Collective Action

Community Value

Creating the Most Value


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


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


Strategic Thinking Filter

On Goal

Right Target

Supports Logic

Builds Uniqueness

Right Time

ValuePromise

AudienceParticipation

Impact & Education

MinistryAllocation

“Participation Logic”

Participation Logic


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?


The Business Model Canvas


A Model for Collective Impact


Common Agenda

Mutually Reinforcing Activities

Shared Measurement

Continuous Communication

Backbone Organization

Adapted from FSG.org

Sharing with Plain Language



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Engaging Champions Through Process

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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


Fierce Conversations

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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


Strategic Thinking

Integrated Action


Collective Action

Community Value

Thank you


Government & Nonprofit

NAS Seminar - Creating Value - Day 5