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.
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?
Theme coördinator: Frans Hoving