Research Preview: 3 Ways to Structure Your Digital Team
May 2022
This article is related to a recently completed custom research project ABA conducted on behalf of a museum member. Our research team is always delighted to speak with members about tailoring research projects to your organization. To learn more or submit a custom research request, simply contact your member advisor or email us at info@advisoryarts.com.
After two disruptive years, arts organizations are now addressing the long-term implications of some of the most pressing questions accelerated by the pandemic. One question many are asking themselves: with newfound digital capabilities and audience appetites, how can arts institutions continue to capture the opportunities present in the digital sphere?
ABA set out to explore this question in a study commissioned by a cohort of Spanish museums, including two member organizations. Through interviews with twenty arts institutions and digital experts, we developed a guide to ideating and executing your digital strategy.
Read on for a preview of one of our key findings: three potential organizational models for structuring your digital team.
ABA members can access the full report, linked at the end of this article.
Why Organizational Structure Matters
The core challenge of digital team structure is that this team ultimately needs to accomplish three tasks: first, it must bring core digital capabilities to bear for the organization and create digital content that meets its objectives; second, it must align with different department needs to tailor the digital content appropriately, as a content piece for marketing is very different than one for education; and third, it must build a digital ‘culture’ throughout the organization so that all teams can adopt digital mindsets for the future.
Here are three ways museums are balancing these needs, with guidance for when to use each.
Option 1: Digital Task Force
A digital task force is a small and agile group of team members from across departments that can quickly move across the organization to serve those most in need of digital support.
This structure is ideal for an organization looking to jump-start its digital transformation. Its flexibility is useful if there is not a clear place to begin committing your resources — the cross-departmental composition allows for experimentation across the organization.
In examples of digital transformation or catalyst teams that we saw in our research, this small group owns the ideation phase, collaborates with a specific department on implementation, and then hands it over to that department for continued execution.
Option 2: Digital Incorporated into an Existing Function
In some organizations, digital strategy is not managed by a standalone department, but rather sits within a single pre-existing team. Most often, this is the Marketing function, given its overlap with digital communications.
Using this structure is most appropriate under three conditions:
The designated functional area will be the focus of digital strategy;
The impact on other departments is modest; and
The leader of that function already possesses strong digital skills.
Option 3: Central Digital Team
In the final structure, all digital functions are consolidated into one team, specifically dedicated to digital strategy. All report to a single leader and coordinate across the organization, ensuring that messages are consistent and each digital channel is being used effectively.
If your institution’s leaders have established digital as a priority, this can be an ideal structure, as it creates clear ownership, accountability, and lines of communication for the entire organization when it comes to digital work.
Next Steps
We found 8 best practices for embracing digital internally - and organizational structure is just one of them. In addition, consider:
Board and CEO commitment to digital: align on objectives, communicate them to the rest of the organization, and allocate budget and dedicated staff
New skills and talents: bring on board a strong digital leader and involve digital natives to bring fresh perspective and to change the culture.
Partnerships to deliver the digital strategy: collaborate with digital and non-traditional partners, building an ecosystem
Agile approach: willingness to monitor, evaluate, experiment quickly and make mistakes on digital activities.
Audience-centered thinking: focus on the needs of the audience to inform your strategy.
Data-driven approach: take decisions and actions based on data and customer feedback, but within the context of a broader vision for digital and the museum.
Step-by-step approach: recognize the time it will take to embed digital – at least two to four years.