STUDIO FOR ORGANIZATIONAL FUTURES

STUDIO FOR ORGANIZATIONAL FUTURES

CASE STUDY

CASE STUDY

Museum of Contemporary Art (MOCA)

Museum of Contemporary Art (MOCA)

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A customer and employee experience strategy to transform the Museum of Contemporary Art into a vital community leader in Los Angeles.

A customer and employee experience strategy to transform the Museum of Contemporary Art into a vital community leader in Los Angeles.

ORIGINAL BRIEF 

Collaborated with Commonwealth Projects on the creation of a new civic plaza, bookstore, and museum entrance for the Geffen Contemporary at the Museum of Contemporary Art. The project resulted in critical improvements to one of the museum's most iconic buildings, however there were missed opportunities to overhaul the museum's customer and employee experience and transform MOCA into a cultural leader in Los Angeles.

Collaborated with Commonwealth Projects on the creation of a new civic plaza, bookstore, and museum entrance for the Geffen Contemporary at the Museum of Contemporary Art. The project resulted in critical improvements to one of the museum's most iconic buildings, however there were missed opportunities to overhaul the museum's customer and employee experience and transform MOCA into a cultural leader in Los Angeles.

BACKGROUND

The renovation was successful in attracting participation from diverse artists and audiences, but much larger organizational changes were needed. MOCA’s years of turbulent leadership had left the museum experience feeling fragmented and incoherent. MOCA is L.A.’s first artist-founded museum, and has an enviable permanent collection, but has struggled to gain the reliable support of the city’s artistic community. The museum has a rich building infrastructure with three unique buildings embedded in communities across the city, but the museum experience lacks the identity and program to attract the general public’s attention. Despite a lineage of influential directors, curators, and board members, MOCA suffers from infighting over the future of the museum.

STUDIO OF APPROACH

Had Studio Of led the transformation of MOCA's customer and employee experience, the museum would be equipped not only with improvements to the Geffen Contemporary but also with new methods for improving the museum's programs, buildings, and digital experiences.

MILESTONE 1: VISIONING

To establish a shared vision of MOCA’s improved employee and customer experiences, Studio Of would carry out interviews and workshops with museum stakeholders, including leading museum members and individuals from L.A.’s diverse public. Studio Of would also research the museum’s history, cultural context, and critical functions to gain an organizational fluency necessary for the completion of Milestones 2 and 3. Visioning would uncover that in addition to improvements on the traditional role of collecting, preserving, and promoting art collections, museums are expected to play an increasing role in supporting the development of their communities.

MILESTONE 2: STRATEGY

Working with MOCA's various teams and audiences to understand the emotional and functional requirements of their museum experience, Studio Of would establish a strategy for design-policy futures that overhauls the museum's employee and customer experience:
• Codifying the creation and management of the museum'semployee and customer experience, developing the museum’s capacity for creating and preserving cultural value.
• Improving the procedures, technologies, and environments that support the museum’s employee and customer experience that cultivate a devoted community of museum leaders, members, and public and partner institutions and ensure the museum’s position as a cultural leader in Los Angeles.

MILESTONE 3: IMPLEMENTATION

Studio Of would work with key partners to implement the tools and methods for transforming the museum's customer and employee experience by creating the following:

Experience Playbook: The experience playbook is a guide to communicate necessary changes and codify employee best practices to support day-to-day operations, membership experiences, museum philanthropy, and community engagement.

Building Experience: Overhauls of the museum’s building experiences account for the functional and emotional needs of both employees and museum goers. Building restorations return the museum’s historic buildings to their original form, while new furniture, fixtures, and equipment, signage, and reimagined space plans overhaul the experience of the museum buildings.

Web Experience: As a community leader, MOCA requires a web experience that presents the museum as a virtual community hub and showcases the physical experience of its buildings. The museum’s website, social media, and other digital communications position the museum not only as an arbiter of taste but also place the museum at the center of important cultural conversations.

Studio Of's customer and employee experience strategy for MOCA would equip the museum with the tools and methodologies to become a leading organizer of art, culture, and community in Los Angeles.

In addition to improving their traditional roles of collecting, preserving and promoting art collections, museums are expected to play an increasing role in supporting the development of their communities.

In addition to improving their traditional roles of collecting, preserving and promoting art collections, museums are expected to play an increasing role in supporting the development of their communities.

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STUDIO FOR ORGANIZATIONAL FUTURES
LOS ANGELES, CALIFORNIA

©2018 STUDIO FOR ORGANIZATIONAL FUTURES, LLC
LOS ANGELES, CALIFORNIA

STUDIO FOR ORGANIZATIONAL FUTURES
LOS ANGELES, CALIFORNIA

© 2019 · PRIVACY POLICY

© 2018 · PRIVACY POLICY