Page 155 - AC/E's Digital Culture Annual Report 2015

AC/E Digital Culture Annual Report 20151554.Networking: the ability to work, collaborate and cooperate in digital environments. The culture-related institutions and industries have traditionally worked with multidisci- plinary teams. From organising an exhibition to staging a show, the collaborative effortof multidisciplinary teams has always been required. Therefore the culture sector hasan advantage over others with more of a culture of working in “silos”. Nevertheless, digitisation offers new ways and possibilities that require the incorporation of tools and platforms and, more importantly, new processes for realising their full potential by redefining structures and hierarchies within organisations.Continuous learning: the ability to manage learning autonomously, to have knowledge of and use digital resources, and to maintain and participate in learning communities. Digital is a process that is constantly changing; the impact of technology makes it necessary to think innovatively and remain alert to novelties and innovations in one’s own and other sectors. Learning is no longer an obligation exclusive to the organisation but must be incorporated into the personal ambit. It has become a shared responsibility that should be incorporated into day-to-day personal processes and activities. In this connection we should stress the possibilities created by the rise in Massive Online Open Courses (MOOCs). 17Strategic vision: the ability to understand the digital phenomenon and incorporate it into the strategic orientation of the organisa-tion’s projects. It mainly affects management areas of cultural organisations but can be incorporated into the rest of the organisation and even on a personal level into the design and building of the “personal brand”, making use of the possibilities offered by the social networks.7. Network leadership: the ability to direct and coordinate working teams distributed in networks and in digital environments. The new structures, which are less hierarchic, flatter and vaguer, require a leadership differ- ent from the traditional kind. It is necessary to develop a distributed leadership model capable of managing talent and getting the most out of interconnected multidisciplinary teams.8. Customer orientation: the ability to understand, comprehend, interact with and meet the needs of new customers in digital contexts. Users have been empowered by digital technologies, becoming “prosumers”, and professionals must be capable of relating to and interacting with them on equal terms.These eight skills require a detailed analysis for each role within the organisation and for each organisation. The transformation processesin the culture industries should be led by the organisations themselves, giving impetus to the vision and establishing standards and lines of action as well as milestones, goals and indicators that enable their efficiency to be evaluated. A good example is Tate London, which started up its digital transformation project in 2013 as set out in its strategy plan Digital as a Dimension5.6.Pepe Cerezo