Capstone project: strategic management and the 21st century museum [case study: Museum Y]
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Authors
Terry, Virginia
Issue Date
2011
Type
Capstone
Language
en
Keywords
Business administration
Alternative Title
Abstract
Museums are undergoing significant transformations as they shift from being traditional collection-driven to innovative visitor-centric institutions. This paradigm shift calls into question the very definition of museums and what these organizations should be for the community. Rethinking the goals and aspirations of museums requires a thorough examination of the embedded assumptions surrounding the types of services offered, the approach of the museum leadership, and the museum's role within its community (Anderson, 2004, p. 1). Visitor amenities such as cafés, gift shops or small shopping malls, Imax theaters, interactive exhibition displays, and a wide variety of education programming, are becoming commonplace items in museums as a way to meet the needs of a diverse audience. However these additional programs and services require more engaged management approach to meet the operational and financial needs of the museum through this earned revenue stream. This approach calls for museum leaders to rethink traditional management models and move towards developing strategic leadership goals in order for museums to remain relevant in the community. Each museum must assess how it will define its mission, vision, values, and character in a complex marketplace to both align strategies to the mission and to best serve its stakeholders. As museums move towards responsive and diverse programming, shared values, distributed leadership, and a two-way exchange of knowledge and dialogue, strategic management is more crucial than ever before to ensure the success of the 21st Century museum.