数据的艺术-赋予艺术机构数据和分析能力2023英文版

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