Harvard Case - The "New" SFMOMA: Meaning More to More People
"The "New" SFMOMA: Meaning More to More People" Harvard business case study is written by Mary Ittelson, Amir Goldberg, Sheila Melvin. It deals with the challenges in the field of Service Management. The case study is 25 page(s) long and it was first published on : Apr 17, 2017
At Fern Fort University, we recommend that SFMOMA adopt a multi-pronged strategy to achieve its goal of "meaning more to more people." This strategy will focus on enhancing the visitor experience, expanding its reach and engagement through innovative programming and technology, and fostering a more inclusive and diverse organizational culture. This will involve a combination of strategic initiatives, operational changes, and cultural shifts to ensure long-term sustainability and growth.
2. Background
The San Francisco Museum of Modern Art (SFMOMA) underwent a major expansion and renovation in 2016, resulting in a significantly larger and more modern facility. This expansion aimed to attract a wider audience and increase visitor engagement. However, the museum faced challenges in achieving these goals, particularly in attracting a more diverse audience and maintaining a consistent level of visitor satisfaction.
The case study focuses on the leadership of Neal Benezra, the museum's director, and his efforts to address these challenges. Benezra recognizes the need for a more inclusive and engaging experience for all visitors, prioritizing the museum's role as a cultural hub for the community.
3. Analysis of the Case Study
To analyze the case, we can utilize the Service-Dominant Logic (SDL) framework, which emphasizes the importance of value creation through service experiences. This framework highlights the co-creation of value between the museum and its visitors.
Key Issues:
- Limited Reach and Engagement: SFMOMA struggled to attract a diverse audience beyond its traditional base, leading to concerns about inclusivity and relevance.
- Visitor Experience: While the new facility offered a more modern and engaging environment, the museum needed to further enhance the visitor experience, particularly for first-time visitors.
- Organizational Culture: The existing organizational culture, while focused on artistic excellence, lacked a strong emphasis on visitor-centricity and diversity.
Analysis using SDL:
- Value Creation: SFMOMA's core value proposition is to provide an enriching and inspiring experience through modern art. However, the museum needed to better understand and cater to the diverse needs and expectations of its target audience.
- Service Ecosystem: SFMOMA's service ecosystem includes its physical space, staff, programs, and digital platforms. The museum needed to optimize these elements to create a seamless and engaging visitor experience.
- Customer Journey Mapping: Mapping the visitor journey from pre-visit planning to post-visit engagement revealed opportunities for improvement in areas like accessibility, navigation, and educational resources.
- Service Innovation: SFMOMA needed to explore innovative service offerings and technologies to enhance the visitor experience and create new avenues for engagement.
4. Recommendations
1. Enhance Visitor Experience:
- Service Design: Implement a comprehensive service design process to optimize the visitor journey, focusing on accessibility, navigation, and user-friendliness. This includes:
- Clear signage and wayfinding: Ensure visitors can easily navigate the museum and find exhibits of interest.
- Interactive exhibits and digital tools: Utilize technology to enhance visitor engagement and provide interactive learning experiences.
- Personalized experiences: Develop targeted programs and events based on visitor interests and demographics.
- Customer Service: Train staff to provide exceptional customer service, focusing on empathy, responsiveness, and problem-solving. Implement a customer feedback system to gather insights and address concerns.
- Service Recovery: Develop a robust service recovery system to address visitor complaints and ensure a positive experience even in case of service failures.
2. Expand Reach and Engagement:
- Marketing Strategy: Develop a multi-channel marketing strategy to reach new audiences, including:
- Targeted advertising: Utilize digital and traditional media to reach specific demographics and communities.
- Community partnerships: Collaborate with local organizations and community groups to promote access and engagement.
- Social media marketing: Leverage social media platforms to connect with a wider audience and share content relevant to their interests.
- Programming and Events: Offer diverse and engaging programming that appeals to a wider range of interests, including:
- Family-friendly events: Create programs specifically designed for families and children.
- Community-based initiatives: Partner with local artists and organizations to showcase diverse perspectives and experiences.
- Interactive workshops and talks: Offer hands-on activities and discussions that encourage active participation.
- Technology and Analytics: Utilize technology and analytics to track visitor behavior, identify trends, and personalize experiences:
- Website and mobile app: Develop a user-friendly website and mobile app to provide information, booking, and interactive features.
- Data analysis: Track visitor demographics, interests, and feedback to inform programming and marketing strategies.
3. Foster Inclusive and Diverse Culture:
- Hiring and Recruitment: Implement a diversity and inclusion strategy for hiring and recruitment, ensuring representation from diverse backgrounds.
- Employee Empowerment: Empower staff to contribute to the museum's mission and create a welcoming environment for all visitors.
- Organizational Culture: Promote a culture of inclusivity and respect through training, workshops, and ongoing dialogue.
- Community Engagement: Engage with diverse communities through outreach programs, partnerships, and collaborations.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with SFMOMA's core competency in presenting modern art and its mission to inspire and engage a diverse audience.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (visitors) and internal clients (staff).
- Competitors: The recommendations consider the competitive landscape of museums and cultural institutions, aiming to differentiate SFMOMA through its unique offerings and visitor experience.
- Attractiveness: The recommendations are expected to increase visitor numbers, revenue, and brand awareness, ultimately contributing to the museum's long-term sustainability.
6. Conclusion
By implementing these recommendations, SFMOMA can achieve its goal of 'meaning more to more people.' This will involve a commitment to service excellence, innovation, and inclusivity, creating a vibrant and welcoming environment for all visitors. This approach will not only enhance the museum's reputation and impact but also contribute to the cultural landscape of San Francisco.
7. Discussion
Alternatives:
- Focus solely on traditional marketing: This approach may not be effective in reaching new audiences and could perpetuate existing biases.
- Implement a limited number of changes: This approach may not be sufficient to address the museum's challenges and achieve its goals.
Risks:
- Resistance to change: Some staff and stakeholders may resist changes to the museum's culture and operations.
- Implementation challenges: Implementing complex changes requires careful planning, communication, and resource allocation.
- Financial constraints: The recommendations may require significant financial investment.
Key Assumptions:
- Visitor demand: There is sufficient demand for a more diverse and engaging museum experience.
- Financial resources: The museum has sufficient financial resources to implement the recommendations.
- Staff commitment: Staff are committed to the museum's mission and willing to embrace change.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and resources for each recommendation.
- Secure leadership buy-in: Gain support from key stakeholders, including the museum director, board members, and staff.
- Communicate changes effectively: Communicate the rationale for the changes and involve staff in the implementation process.
- Monitor progress and make adjustments: Regularly track progress, gather feedback, and make adjustments as needed.
By taking these steps, SFMOMA can successfully transform into a more inclusive and engaging institution that 'means more to more people.'
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Case Description
In the spring of 2016, the San Francisco Museum of Modern Art, or SFMOMA, opened its doors for a series of celebrations following a three-year closure. The museum had much to rejoice: a $305 million renovation that included a spectacular new ten-story addition that almost tripled gallery space; the 100-year loan of the renowned 1,100-work Doris and Donald Fisher Collection of postwar and contemporary art; the success of the "Campaign for Art," which saw generous donors gift or promise approximately 3,000 artworks; and the opening of the new Pritzker Center for Photography, the largest gallery and research space for photography in the United States. Reviews that rolled out in the wake of the celebrations proved largely laudatory. The Boston Globe, for instance, said SFMOMA was not only bigger, it was "also better-to such a degree, and in so many interesting, potentially game-changing ways, that for the next six months museum directors everywhere are going to be driven crazy fielding the same question: 'Have you seen what they've done in San Francisco?'" But once SFMOMA re-opened to the public on May 14, Director Neal Benezra and his colleagues had to get down to the business of running what was in many regards a brand-new museum. Most crucially, perhaps, they had to determine how to best continue fulfilling Benezra's oft-repeated pledge: to make SFMOMA mean more to more people. This case, based on interviews with Benezra, his colleagues, and SFMOMA Board President Robert J. Fisher and Board Chairman Charles R. Schwab, explores SFMOMA's effort to fulfill Benezra's pledge.
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