Pop Up Virtual Museum Tours

You may be aware that Google offers the opportunity to take virtual tours of museums, world heritage sites and other landmarks. This past summer, Wang Yuhao, the CEO of Aha School, set out to provide 100,000 children in China an opportunity to tour 10 different museums around the world.

All Google owned sites are blocked in China so that option wasn’t available to him, but he also wanted to offer the type of experience that went beyond what the Google tours could offer by having their team members provide commentary. They ended up enlisting 150,000 participants by tapping into social media.

Many people were surprised by our business model. How could we offer our product for 19.9 yuan in a world where the average cost of attracting a new customer online exceeds 100 yuan? … We took advantage of WeChat’s built-in relationship networks to offer group deals for our broadcasts. In this way, we could turn one user into 10, 10 into 100, 100 into 1,000, and so on, with our longstanding customers demonstrating an incredible willingness to introduce the product to their friends on social media. By offering our service at such a low price, we were able to maximize sales volume.

Wang and his team’s process was light on planning on heavy on faith, some things didn’t work out for them but their method provided a degree of authenticity for participants.

“Our greatest challenge”, Wang told me, “was uncertainty. When we launched, we had confirmed nothing. No museums were confirmed, no anchors, we hadn’t decided which exhibits would be discussed, nor the script or how we would deliver”.

The project was very much a living one, an educational practice in itself, from idea to execution. While children were guided virtually through each museum, parents simultaneously wrote reams of commentary, which Aha School then used to improve the broadcast for the following day. “My daughter is transfixed and we adults can enjoy it too!” wrote one parent, “We’d like to see more of the museum itself and the beautiful architecture”.

[…]

“Our task was to piece together these fragments of information and to allow children to digest them”, said Wang. “The key to our broadcasts was to enthuse children, to make them interested.”

They did so, not by filming after hours in search of the perfect silent shot, but by filming from bustling museums where ordinary people walked through the screen, sometimes even blocking exhibits, giving viewers a sense that they too are there. In one case, the Guggenheim in New York showed such great support that they offered to film after closure and arranged a curator to explain the artworks through a translator.

The practice of revising as you go pretty much embodies the concept of failing fast and revising. While it does increase the possibility people will find the initial product to be of such low quality that they won’t continue with the program, there is an element of nimbleness that allows you to avoid the cost of the planning phase and offer the product inexpensively.

If they had a large number of people who shared the sentiment of the one commenter who noted they enjoyed the experience and were pleased their daughter was transfixed, they probably retained enough people to support the next iteration which is supposed to happen in February.

Read up a little about what they did, maybe your conscious or subconscious mind will absorb it and spit out some inspiration. There are some real short videos about the project available

Scratching An Itch

There is a story I first saw in Non-Profit Quarterly that has been bothering me for a couple weeks. San Diego based arts organization ARTS (A Reason To Survive) is apparently in danger of closing after it’s founder left and replacement subsequently quit after four months.

While this is unfortunate and regrettably not as uncommon a story as we would like, that isn’t what bothered me. What has been something of a low level irritation since I first read the article was a quote from the founder, Matt D’Arrigo, in the original article about the financial difficulties.

“It’s the classic tale of a founder transition,” said D’Arrigo, who’s back at ARTS as a part-time consultant until the nonprofit is on stabler ground.

While he would certainly be in a position to know best since he is there on the ground and there may be elements to the story that remain unreported, what made me think this wasn’t the real problem was something the woman who replaced him said.

…Remmell said that even after she got a sizable grant to turn the organization around, she recommended the “indefinite suspension of all operations and an organized closure” because of a lack of immediate general operating funds. In an interview, she said that the grant and other money the organization had in the bank was earmarked for specific programs and infrastructure and couldn’t be used on other costs to keep ARTS going.

D’Arrigo acknowledged that Remmell walked into a difficult situation.

“We never had a huge financial cushion,” D’Arrigo said. “Part of my burnout was that I was constantly on a hamster wheel of raising money. My job was constantly keeping it together … that’s one of the reasons I left. And it wasn’t as strong as was needed in order to successfully do a founder transition.”

When I read that, I immediately thought that the real problem was that so much of their funding had restrictions associated with it and there wasn’t much flexibility to use the money for general operations. Despite all the success the organization had realized, including an Oscar winning documentary about one of the homeless teens they helped, they couldn’t find anyone willing to provide unrestricted funding.

Once my initial indignation about the non-profit funding environment passed, I recognized that the problem might also be rooted in a failure to diversify their funding sources. Looking at their most recent 990, their earned revenue was about 18% of their budget with the rest in grants and donations. If the founder was feeling burnt out by the constant need to fund raise, he may not have had the opportunity to identify sources that would provide unrestricted funding or develop programs that could generate additional earned revenue.

In any case, I don’t think this is a case of founder transition at all since it doesn’t appear any of the challenges facing the organization emerged after his departure. There are probably lessons in here about not letting your ambition outstrip your capacity to generate revenue.

The fact the organization wasn’t moderating their ambition might be cause to closely monitor how funds were being deployed. However, the idea that their funders and donors didn’t might not have trusted them enough, despite their successes to loosen restrictions on how money was used, sticks in my craw.

Before Sesame Street: Kermit the Coffee Thug

Recently Artsy had an article in which they noted that, “…TIME Magazine described (Georgia) O’Keeffe in 1940 as the “least commercial artist in the U.S.”  The article, which was about Dole providing Georgia O’Keeffe with an all-expense paid trip to Hawaii to paint an image to help them sell pineapples, went on to mention that,

…in reality the American painter had long dabbled in corporate commissions. One of her earliest jobs was as a commercial artist in Chicago, where she drew embroidery and lace designs for fashion advertisements. Later, after she’d achieved some measure of fame, she would contribute to the interior murals at New York’s Radio City Music Hall and paint four jimsonweeds in bloom for a Manhattan beauty salon.

I looked up the TIME magazine article which is actually about the Dole commission and the first words indeed are “Least commercial artist in the U. S…” (it doesn’t start with “The.” Least is capitalized.)  Finding that article reinforced my first instinct upon reading the phrase in Artsy–why was it so important to frame the information in terms of her not being a commercial artist? Does the idea that not being commercial equals purity go back to the 1940s?

I subsequently wondered when the idea that you were selling out if you did commercial work started. I guess I always thought of it emerging a little later in the 50s and 60s.

In any case, that reminded me of a piece on the Ozy site in April 2016 which pointed out a lot of artists worked commercially before achieving the fame for which they are known. In fact, the piece is introduced with, “Why You Should Care: Because sometimes artists have to be willing to sell out before they can sell themselves.”

The article lists a number of creatives whose later work ran contrary to the tone and content of the commercial work in which they got their start.

…Eric Carle, author of the children’s classic The Very Hungry Caterpillar, was a graphic designer for The New York Times and an art director for an advertising agency, illustrating lobsters and insects for allergy-tab advertisements. Shel Silverstein worked for years as a cartoonist for Playboy while also deploying his skills toward more PG-themed fare as an author of such children’s classics as The Giving Tree.

Even the indomitable Dr. Seuss, who wrote such anticonsumerist works as How the Grinch Stole Christmas and The Lorax,…capacious imagination had largely fueled advertising campaigns for his largest client, Standard Oil Company.

While some would say Jim Henson’s most important work was the creation of a PBS television show that taught children many life lessons about tolerance, empathy and cooperation, the earliest iterations of his Muppets employed extreme amounts of violence in the service of selling coffee. There is less involved in the sale of other products.

While the character isn’t Kermit the Frog, hearing the voice of a childhood friend make a blase commentary after inflicting injury is a little disconcerting.

According to the Ozy article,  commercial work informed the later work of some of the creatives.

Kurt Vonnegut Jr., author of bestsellers like Slaughterhouse Five and Cat’s Cradle, was hired in 1947 at the age of 24 to join… global energy giant General Electric…Vonnegut interviewed numerous GE scientists about their research, and some of what he learned about — such as attempts to control the weather — would form the basis for several key creations of his own, such as the Ice-9 featured in Cat’s Cradle.

“The capitalist market economy,” Cowen argues, “is a vital but underappreciated institutional framework for supporting a plurality of coexisting artistic visions … [and] helping consumers and artists refine their tastes.”

I think it reveals an additional degree of inconsistency in the general thinking about selling out. People don’t seem to mind if a creative makes money in the commercial realm before they get to know their work. But if a creative person or group gains some notoriety and then embraces opportunities for commercial work, they have sold out.

It can’t be money that is the factor. Some of these people made much more money after having left commercial work behind them.

My theory is the crucial issue is a sense of  ownership of creative identity by fans and admirers. It is okay if you as a creative make millions of dollars pursuing the role that made me your fan. Who cares about your previous commercial career? I didn’t know you then.

However, if you start to expand your reach beyond the scope I have assigned to you, then you are a sell out. But perhaps more accurately, you have sold me out and betrayed the relationship I have manufactured for us.

Obviously, this is no great revelation. For nearly a century now performers especially have needed to maintain a public persona which left open a minuscule hope that any fan might be able to enter a relationship with them.

As has often been observed, the whole dynamic has served to reinforce the concept that poverty equals purity.  It is useful to tell stories about creatives that had day jobs before their creative pursuits became their day job in order to combat this impression.

Having a day job no more guarantees success in creative pursuits than eschewing a day job out of a sense of hewing to purity.  It is also not necessarily an impediment.

Both narratives need to be held as equally valid because a lot of time, as noted in the Ozy anecdote about Dr. Seuss, it is happenstance more than anything else that changes the course of a career.  Did Seuss’ commercial practice make him better prepared to exploit that opportunity than had he been solely working for himself or would his self-discipline left him equally prepared in all eventualities?

Increased Funding Options For Artists Nationwide Via Springboard For The Arts

If you hadn’t seen the press release floating around social media, Springboard for the Arts announced that they partnered with the microlending platform Kiva to provide artists a loan of up to $25,000 for 36 months at 0% interest.

Springboard executive director Laura Zabel probably laid out the best rationale for pursuing a loan versus a grant:

“Grants are great, but when you apply for a grant or fellowship, you’re putting that timeline and power and agency in someone else’s hands, to decide if you get that money,” says Laura Zabel, Springboard’s executive director. “At Springboard, we like platforms or mechanisms that put the power back in the hands of the artist. It’s a much more active way that you can pursue building your business.”

Since many of you may know that many of Springboard’s activities are focused in Minnesota, I should emphasize that this program is available to any artist anywhere in the U.S.

It probably also should be noted that this is only one of a few microloan programs for artists and it appears to be the only one that isn’t limited by geography or discipline. If nothing else, Springboard is breaking new ground by offering alternative funding options to artists.

According to the FAQ about the program, as a Kiva Trustee, Springboard for the Arts endorsement means they can “provide matching funds to help artists reach their fundraising goals on Kiva’s platform and a wide network of business support to help artists build and expand their businesses.”

The way Kiva funding is generally set up, the artist needs to come up with 20% of the funding and the Kiva community covers the other 80%, thereby putting less of a burden on an artist’s family and friends. It appears that Springboard will match what an artist raises with a loan as well, providing access to a larger pool of money.

Springboard has a whole curriculum of business skills for artists, consultations and other resources to help support those looking to develop and execute a business plan, regardless of whether they are participating in the loan program.

Since you have to attach a business and a repayment plan to the Kiva loan application, those education and planning materials may be a good place to start for people.