Page 156 - AC/E's Digital Culture Annual Report 2015

Cultural business models on the Internet156of Everything18 establishing the cornerstones for making an organisation digital, which are consonant with the foregoing:1. Development of staff digital skills: for this purpose Tate has implemented policies for continuous training and integrating technologies with the incorporation of performance linked indicators (KPIs) that allow the success of all projects to be measured in order to ensure that staff members are equipped to use digital as part of their work.2. Introduce new ways of working by facilitating collaboration between departments with a view to ensuring they progress and comply with their roadmap. For this purpose Tate has created what it calls the “hub-and-spoke” model in which the digital department (“hub”) acts as a facilitator for the rest of the organisation (“spokes”).3. Governance and leadership. Based on an in-depth analysis of all the organisation’s depart- ments, new governance structures have been designed that are oriented towards compliance with the digital strategy.In conclusion, it seems to be a fact that digital transformation does not refer so much to the technological aspect as to a digital vision which places the spotlight on a new way of thinking that transforms organisational culture, processes, and relationships between different areas and sectors, and, most importantly, conversations and engagement with users. Talent-based cultural industries must incorporate the model based on the digital skills that make possible and promote this.LinksÞ http://www.solt.co.uk/Þ https://globeplayer.tv/videos/henry-vÞ https://www.google.com/culturalinsti- tute/u/0/project/art-project?hl=esÞ http://www.artsprofessional.co.uk/magazine/ view.cfm?issue=215&id=4948Þ http://www.cedro.org/blog/blog.cedro. org/2014/11/11/analisis-de-datos-en-el-sec- tor-editorial#.VHQ7NmeAdCY.twitterThe challenge of the digital transformation of the culture industries