Turnhout Museums

The Initial Situation

The city of Turnhout manages three museums—Playing Cards, Taxandria, and Beguinage—which were structurally required to collaborate about ten years ago. The underlying reasoning was to gain efficiency, but in practice, it became a difficult process where much energy was lost. This called for a thorough review.

Treetops

The Request

Sharpen the mission/vision of the three museums and translate this into an optimal organizational structure.

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The Approach

Step 1

Mission and vision. With a small think tank, we reconsidered the museums’ operations from ‘ground zero.’ This exercise took us from examining the context to their raison d’être. From there, we formulated a shared vision or ideal scenario if there were no limitations.

This was the moment when we collectively sensed renewed enthusiasm about a possible future. During such processes, I’m very sensitive to the amount of vital energy present in the organization. Sometimes you come to realize that an initiative is on its last legs.

Step 2

Next, I provided the working group with food for thought about new ways of organizing (see also my inspiration sessions). Together, we looked at various organizational structures and new trends—not just in theory, but also at museums working in comparable situations.

Step 3

In step 3, we gave shape to the vision. The working group first designed a superstructure (without detailed elements) that clarified the relationship between the three museums and all services.

Once agreement was reached on this—including from the stakeholders—it was filled in at a detailed level: what roles do we need everywhere to do what we need to do? And what implications does this have for employees and our way of working (together)?

Step 4

The conceptual exercise was completed after 3 months. After this, the real work began: implementation.

The Result

The process was very positively evaluated by all involved; it provided oxygen and appetite for a fresh start. Above all, there was a credible and ambitious plan ready. This was confirmed somewhat later when the city of Turnhout spared the museums during a round of budget cuts and even supported the request for additional resources.

At the same time, in this project, I once again observed the relativity of my own contribution. This project succeeded thanks to the strong combination of people in the working group. I was merely the gardener. And although a strong seed was planted there, it proved quite challenging in the following years to bring it to full bloom. Reality can be stubborn. This required and continues to require strong leadership, a lot of trust, and great perseverance.

 

Andere klantencases om inspiratie uit te halen

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