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数据的艺术-赋予艺术机构数据和分析能力2023英文版

文化传媒2023-07-19麦肯锡测***

AI智能总结

Data-driven analysis can help art organizations improve their performance, communicate their impact, and build resilience. These institutions play a vital role in enriching individuals and communities through education, health, creativity, and empathy. However, many struggle to measure their impact, making it difficult to articulate their performance and evolve their operating models. The COVID-19 pandemic highlighted the need for resilience, and technology can help art organizations navigate current disruptions and build resilience against future ones. By leveraging data and analytics, these organizations can make informed decisions and improve their operations. The use of data has transformed public- and social-sector organizations, and the art world can benefit from this approach as well.

May2023 Theartofdata:Empoweringartinstitutionswithdataandanalytics Adata-drivenviewofkeymetricscanhelpartorganizationsarticulatevalue,reshapestrategy,buildresilience,andachieveoperationalexcellence. byZinaCole,BenMathews,RichardSteele,andLoïcTallon Artinstitutionsimprovepeople’slivesandlivelihoodsindiverseways.Theyenrichindividualsbyfosteringeducation,health,creativity,andempathy.Theyalsoactascommunitycatalystsbyencouraginginclusion,contributingtotourism,improvingqualityoflife,andgrowingeconomies.Butmanyartorganizationsstruggletomeasurethisimpact.Thatdifficultymakesitharderforthembothtoarticulatetheirperformancetoboardsandotherstakeholdersandtoevolvetheiroperatingmodelsstrategicallysothattheycannavigatecurrentandfuturechallenges. ArtinstitutionswerestrugglingwiththeresilienceoftheiroperatingmodelsheadingintotheCOVID-19pandemicbecauseofincreasingoverheads,changingaudiencebehaviors,andshiftsinfunders’priorities.Thedisruptionstriggeredbythepandemiconlycompoundedthesetrends.Forexample,intheUnitedStates,researchestimatesthatpandemic-relatedlossesfortheperforming-artsindustryexceeded$3.2billion,whilechangingconsumerbehaviorsdecreasedaudienceticketdemandbyupto25percent.1Anuncertaineconomicoutlookandhighinflationinthewakeofthepandemicareexacerbatingthesepressures. Buttechnologycanhelpartinstitutionsnavigatecurrentdisruptionsandbuildresilienceagainstfutureones.Wehaveseendataandanalyticstransformpublic-andsocial-sector 1TheatreFacts2021,TheatreCommunications,December2021. organizationsbyenablingthemtomakedata-drivendecisions.Whilemanyartinstitutionsrecognizethepotentialbenefitsofthesetools,theylackthecapabilities,processes,andinfrastructuretobuildthem. Tohelpartinstitutionsgetstartedonthejourneytoincreasetheirleverageoftechnology, McKinseycollaboratedwithsevenleadingUSartinstitutionstogaininsightsintohowtostrengthentheirdataandanalyticspractices(seesidebar,“Partnerorganizations”). Ourworkincludedthecreationofaneasy-to-use,objective,andscalabledashboarddesignedtoinforminstitutionalstrategy,improvebusinessoperations,andestablishtheproperuseofdataandanalyticswithineachorganization. Buildingdataandanalyticscapabilities:Five-stepframework Buildinganeffectivedatacollectionandanalysisprogramisalwayschallenging.Itisevenmorechallengingwhenyouareworkinginafieldthathistoricallyhasalackofexperiencewiththepowerofdata. —K.P.Trueblood,presidentandCOO,BrooklynMuseum Historically,theintrinsicdifficultyofmeasuringtheimpactofartinstitutionshaslimitedtheuseofstandardizedperformancemeasuresamongthem.Asaresult,suchorganizationsoftenhaveanimpreciseunderstandingoftheiraudiences,short-termperspectivesonrevenueandgrowthprospects,andplanningmethodsoftensetupinreactiontounreliablepatternsofartsfunding.Theseproblemshaveaggravatedthe strugglesthatmanyinstitutionshavefacedfollowingthepandemic-induceddeclinesinrevenuesandaudiences. Ourworksoughttocreateastandardizedmethodologyanddashboardthataddressedthesechallengesandcouldscaleacrossinstitutions,servingasalaunchpadforfurtherinvestmentsinimprovingtheresilienceofartinstitutionsthroughdataandanalytics. Ourshared-designmethodologyrecognizedthatwhatconstitutedsuccesswouldvarybyinstitution.Thus,ourfocuswasonhelpingeachinstitutionbetterassessitsgrowthtrajectory,matchperformancewithaspirations,and,ideally,learnandexchangebestpracticeswithpeerinstitutions. Westudiedfivemeasuresthatweconsideredessentialtoassessoperationalandfinancialperformance:strategicpriorities,long-term-performancemeasures,organizationaldirectionoftravel,standardizeddatasetsandanalyses,andleveloftop-managementsupport.Achievinghighresultsinthesemeasurescouldacceleratetheuseofdataandanalyticsbyabroadrangeofartorganizations,fromlarge,publicmuseumstocommunitytheaters.Althoughdiversity,equity,andinclusionandenvironmentalimpactissuesarestrategicprioritiesforourpartnerinstitutions,wedidn’tincludethesemeasuresintheinauguralstageofouranalysis,becauseoftheneedforgreaterdatamaturityonthesetopics. 1.Startnowwithavailabledata [There’sa]lackofbandwidthandcapabilitiestoanalyzeandderiveinsightsfromvisitordatathattheinstitutionisalreadycapturing. —EricWoods,COO,MuseumofFineArts,Boston Manyartorganizationshavedevelopedsomeinternalpracticesfordatamanagement,thankstotheiradoptionofcustomer-relationship-managementsystems.Butfewstandardizedmetricsexistforassessingoverallperformance.Forexample,suchmanagementsystemsshouldmakeitpossibletodeterminethenumberofuniquevisitorstoaninstitution,yetfeworganizationshaveprioritizedthisdatapoint.Instead,theyhavefocusedonthemoretraditionalmeasureoftotalattendance.Similarly,fewinstitutions usethesamemetricstounderstandtheirdonorgroup.Measuresofthenumberofdonors,averagedonationamount,percentageoffirst-timedonors,andpercentageofoveralldonationsbythetoptendonorsareusedinterchangeablybyinstitutionsforthispurpose. Thelackofstandardizedmeasurescanoverwhelmandevenderailteamswhendecidingwheretofocustheirnascentdatamanagementpractices.Aquickwaytobeginleveragingdataandanalyticsistofocusonhigh-levelinstitutionalprioritiesandleanintoth

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