The Australian Museum is on a mission to ‘ignite wonder, inspire debate and drive change’ as it seeks to ‘to be a leading voice for the richness of life, the Earth and culture in Australia and the Pacific’. The Museum’s focal points for leadership are centred around: climate change, the environment and wildlife conservation, First Nations’ culture, world-leading science, collections, exhibitions and education programs. Key to achieving this ambition was the need (identified by the museum’s CEO Kim McKay AO) to elevate the strategic thinking and execution capabilities and mindset across the Museum – in order to truly become ‘the museum of the future’. The solution required was one that delivered a three-year corporate strategic plan, transferred strategic thinking and execution capabilities across the Museum at all levels. It needed to work in harmony with the operating conditions of the Museum during their delivery of major capital works projects at the museum site – during the disruptions experienced of the pandemic lockdowns of 2020.
A roadmap sparking strategic clarity and execution
Bendelta has walked alongside the Museum for the last four years as the chosen strategy partner, tasked with developing corporate strategic plans across two three-year horizons, and transferring the necessary strategic thinking and execution capabilities to the Museum’s staff. In each time horizon, a six-month program was developed to involve a series of activities that generated insight, debate, learnings, connection and action. The program included 1-1 interviews with all members of the ELT and Trust, a desktop review, both in-person and virtual events, hypothesis testing, group coaching and all-staff engagement.
The outcome (so far)
Fast forward to 2024. The Australian Museum has recently completed one of the biggest changes in its long history, with its major renovations ‘Project Discover’ marking the first stage of the Museum’s transformation. The Museum has now reopened successfully to the public, relaunching, driving exponential visitation and taking preliminary steps towards becoming the ‘museum of the future’. The FY21-24 strategy saw the organisation driving crucial ‘content’ strategic priorities such as climate change, First Nations reconciliation and developing world-leading science and collections. During this time, the Museum has also been focused on optimising the organisational ‘foundations’ internally and expanding its ‘voice’ through reach and influence externally. Bendelta have been subsequently engaged again as the preferred partner on the basis that we work well together and our strategy approach has been proven to assist in delivering on ambitious plans that inspire continued learning and a bias-to-action. Stay tuned for the 200th anniversary headlines in 2027!
