In the last CTM15 two days of workshops and conferences, lots of concepts and ideas have been shared and discussed. You will find below a small lexicon on the major and emerging trends.
Applications (as in mobile applications)
Mobile apps can be carried away in the pockets or bags of several millions of visitors. The true challenge is now not how to create an app but why do we need to create one.
It is possible to abolish physical borders by imagining new partnerships. To go and meet its public in hospitals, airports, in the streets or in jail (non-extensive list) is another mean for cultural institutions to talk to new audiences.
Museums and galleries have to accept challenges (new opening, termination, change of direction…) as they are all part of an improvement and enhancement process.
1 362 000 000 Chinese
287 000 cultural organizations
The most popular platforms are Weibo (176 million users) and We Chat (500 million users).
For western institutions and museums, developing its presence in China can be done in 3 various ways:
- through a partnership with a Chinese arts operator for co-producing exhibits;
- creating a public development strategy towards the Chinese audience;
- a strong presence on chinese social media to get results quickly.
Design (as in Service Design)
Planning and organising its teams, infrastructures, communication and reception in order to offer a both agreeable and adapted visit to the visitors’ various expectations.
Cultural sites have to meet various expectations and injunctions, that sometimes may be contradictory with one another. It is therefore important to listen to its public in order to offer them new and rich experiences.
See also: Identity and value
Museums and cultural sites have more to offer than just products (exhibits, audioguides, flyer, leaflets, etc.), they offer an experience.
See also: Humility
Hic et Nunc
To answer the now and here injunction, the organizations have not to be afraid of rethinking, rebuilding the storybuilding they give to their visitors and being part of the agenda discussions.
Insanity: doing the same thing over and over again and expecting different results.
It is primordial to understand oneself in order to communicate better.
It is necessary to integrate the visitors in the institution’s storytelling. Below are some food for thoughts:
- a participative and immersive scenography,
- participants will feel stronger involved if communications are centred on their expectations and needs,
- organising regularly meetings and privileged moments (talks on social media, invitations to events, etc.)
If avoiding being all about digital self, there is no shame in thinking of “Instagrammable” moments and/or experiences that involve visitors. Offering free wifi, getting a short and obvious hashtag are part of these little things that drive exhanges and share.
When there’s a will, there’s a way.
Anne-Laure Beatrix, Directrice des relations extérieures – Musée du Louvre
To make the collections being widely accessible, it’s making the bet to talk to new publics.
See also: Technology and Borders.
See also: Hic et Nunc
See also: Borders
Every partner is an opportunity to get outside of the beaten path and talk to new audiences.
Museums have to reinvent themselves.
Paula Röhss, Publics and Communications Director, Nationalmuseum, Sweden
Reopenings and restorations are perfect moment to involve the institution’s publics even more.
Resistant (as in Time-Resistant)
Content that is produce to fuel social media, websites, apps, has to be time-proof written.
We have to concentrate ourselves on a story the public can actually take over.
Marthe de Vet, Head of Education at Van Gogh Museum, Amsterdam.
You only receive what you give.
Technology is a mean not an end. If you don’t start working on your targets and needs…
A clear identity, well-defined values and targets are the main pillars of a successful communication strategy.
Knowing its public and talking to them directly, accepting their criticism and answering to it honestly are keys to a sane and constructive communication.