Last week I visited the Exploratorium in its new home on Pier 15 in San Francisco. If you haven’t veen there, it’ll seem like a science center but you’ll quickly discover it’s really a place about learning, especially through direct experiences with art, tinkering, and phenomena (yep, that’s how they describe it). It’s an incredibly active place (almost to the point of overwhelming) that seems to effectively engage its visitors, so I continually watch to see if any of their exhibits or ideas can be applied to historic sites or history museums. During my latest visit, I found two exhibits that with a mild tweak could be really be innovative for interpreting history.
The September 2013 issue of Harvard Business Review features four articles on women in leadership, which will be of interest to many people who work at historic sites and museums. The first is on the subtle gender bias that obstructs women’s access to leadership in even the most well-meaning organizations (and how to correct the problem), the second article describes companies who have successfully incorporated inclusivity, and the third reveals the way women make buying decisions differently in a business-to-business (B2B) setting from men. The fourth article is a roundup of recent research on women in the workplace, such as women receive less criticism but also less challenging assignments. Of course, the museum and historic site field is dominated by women, so I wonder what these statistics would look like for us.
There’s also a good article on “customer journey mapping.” It’s a relatively new method of studying a customer’s buying experience by identifying all the places that a company interacts with a customer and evaluating each of these “touchpoints.” By mapping the customer’s journey to buy a product from their initial search for information to its delivery and installation, a company can better understand the Continue reading →