Let’s Get Real Phase 4 – North America

For the first time, we ran a parallel remote learning project for a small number of North American organisations, alongside our main collaborative action research project: Let’s Get Real Phase 4: What’s the Story?

This project was designed to allow us to explore how North American based organisations can benefit and participate meaningfully in our Let’s Get Real action research, without needing to travel to the UK.

The organisations taking part in Let’s Get Real Phase 4 – North America were:

The Getty

US Holocaust Memorial Museum

Portland Art Museum

Virtual Museum of Canada

 

Download the Phase 4 report

LGR4 report voerPublished in May 2016. Before you download, please consider making a small contribution of £5 so we can invest in more research like this.

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2. Download a PDF version of the report by filling in this form.

 

Phase 4: What’s the Story

The central focus of the project will be individual content experiments that all participants are supported to run within one of their their existing publishing channels.  For Let’s Get Real 4 – North America, we will support the participating organisations in developing, running and analysing these content experiments through remote structured learning and support. These remote workshops will be staggered behind the meet ups taking place in London and Brighton so North American participants have access to the same experts, inspiration and ideas.

LGR NA Workshop 1 Image

Similar to participating UK organisations, the North American organsations will also be allocated a mentor to support the development of their experiments remotely, participate in collaborating with the wider group LGR 4 cohort online as well have access to information about other organisations’ experiments, and other project related data and insights.

The project will work with a range of experienced individuals and practitioners, inputting their knowledge and expertise from a variety of sectors. These include:

Matt Locke former Head of Innovation for BBC New Media and former Head of Multiplatform Commissioning at Channel 4,

Carolyn Royston former Head of Digital at Imperial War Museums,

Padma Gillen former Head of Content Design at Government Digital Service (GDS),

Abhay Adhikari a Digital Engagement Specialist  whose clients including British Council and The Guardian,

Peter Pavement MD of Surface Impression, an innovative digital media development company whose clients include Barbican, British Museum and Arts Council

The project will run from June 2015 to February 2016.

What it’s all about

“The word digital means everything and nothing, focusing on it is the biggest distraction of a generation.” Tom Goodwin writing in the Guardian

For many people their interaction and behaviour with technology has become integrated and impossible to separate from what we used to call real life. We watch TV on our phones, we use our phones to listen to the radio, we read the newspaper on our desktop computer, we go shopping from our desktops, we play games on our TV and watch YouTube on our games console.  We don’t ‘go online’, we simply exist in a world where the internet is everywhere and we dip in and out as we need to.  The notion of digital as anything separate is outdated and inaccurate.

Meanwhile, publishers, businesses and brands, including arts and heritage organisations, often spend their time arranging themselves and their content around silos (i.e. channels and projects) that increasingly have no meaning for visitors who just want to know what the story is.

For Phase 4 of Culture24’s dynamic collaborative action research project we will look at breaking down boundaries in the way we work and the way we make things for our audiences.  To do this we need to think more about audience needs, motivations and behaviors and less about our own desire to push content at people in a broadcast model.  We need to forget the word digital, reconsider marketing alongside content production, join up the dots inside our organisations, change our own work patterns and challenge our departmental silos.