Are you contemplating major projects or reorganization of your museum? Contact us, we can help you maintain your core mission and form the strategic approach to take you forward into the hoped-for future.

• Take back the reins of leadership and management
• Place the museum in the forefront
• Become a source of critically important information
• Integrate the institution so it has a single-minded set of goals
• Drive the programs toward strategic alliances and financial success

Museums are unique institutions with the potential both to develop and to explain new knowledge and its significance to the general public. By engaging society in a guided conversation about their world, museums can learn about the societal context of their knowledge. Museums have the potential to participate in shaping our collective futures by bringing their research, exhibition programming, and heritage collections together with society’s interests into integrated programs. In the face of a rapidly growing need to examine environmental, cultural, and socio-economic problems, people are turning to institutions or sources that will address global problems at local levels.

Museums have an opportunity to make a difference. The problems and their solutions can be discovered by working with the museum audiences. An integrated museum working on a combination of discovery, presentation, and integrated discussion with society, both at the local and national levels, is one way to help people understand a turbulent world.

Museum leadership in our rapidly changing society can rely on the basic foundation of institutional mission and value system while adapting to change. In a hurricane of conflicting pressures, museums struggle to find new ways to adapt. The key to success is to become integrated with society while maintaining core mission and values. By developing rich alliances and relationships in a broad spectrum of areas important to society, museums will both evolve and succeed. Grasp the torch of leadership with courage and conviction to help shape society. Invite society to be an active participant in a guided conversation about our collective future. Your museum's ability to become a meaningful partner in society’s future, and the museum’s response to its many clients, customers, and audiences will determine its ultimate success or failure.

• Break down your museum's internal territoral barriers.
• Develop unique multidisciplinary programs in which the entire museum participates with the community.
• Develop integrated programming to create an active and dynamic feedback system between your museum and the community.
• Show your community that you are doing something that is of value to them.
• Demonstrate the relevance of your highly specialized research in biology and geology, or
• Explain and use the interpretion of anthropology and ethnology to help with current problems, or
• Use the meaning of art to soothe jangled nerves and give meaning to uneasy feelings about safety and our relationships to one another
• Do you know what issues concern your community of users and visitors? Set up multi-stakeholder groups to find out.
• Create programs that start in research, are delivered in public programs and exhibits, both in your building and in other venues, and that the public loves

Mission and vision statements are fun, bring everyone together in a common purpose, and are relatively safe activities because they are abstract concepts. Staff feel they are already on top of the operational aspects, so they often do not see the work of visioning as having any tangible impact on their work.

The critically important activity is determining how the museum will move from where it finds itself to where it wants to be at a certain time. Defining the strategy is where the leadership and management of activities starts to be felt by everyone. This is when the status quo begins to crumble in favour of new concepts and new operational activities, that while similar to previous activities are not necessarily the same. New power structures come into play, and people need to be both reassured and encouraged to move forward.

The strategy also needs to be pragmatic about revenue and the value of previous activities in relation to both the mission and the financial success of the institution.