In this excellent February 2013 paper for Nesta, Counting What Counts, Anthony Lilley, never one to mince his words, pushes the arts and cultural sector (public service broadcasting included) to embrace the opportunity of Big Data:
There are some fundamental barriers to the use of big data approaches in arts and cultural institutions. The first is related to the funding environment. The sector currently largely addresses data from too limited a perspective. Too often, the gathering and reporting of data is seen as a burden and a requirement of funding or governance rather than as an asset to be used to the benefit of the artistic or cultural institution and its work. This point of view is in danger of holding the sector back. It arises partly from the philosophy of dependence, subsidy and market failure which underpins much of the cultural sector including the arts and public service broadcasting.
A shift in mindset to one which sees data more as an asset and not just as a tool of accountability is a fundamental requirement of making the most of the “big data opportunity” envisaged by this paper. Importantly, such a shift which would match much of the rhetoric of “investment” which is used in the sector, particularly by policy and funding bodies. This paper suggests, to date, this rhetoric has largely been just that; a new term to replace the loaded word “subsidy” rather than a genuine change.
The second major obstacle is the limited strategic understanding of or indeed interest in the use of data at senior levels in the cultural sector. For many, the potential of data in the cultural sector is at best a “known-unknown” or worse goes entirely unappreciated. For some, the idea of using data in the the arts is controversial or even anathema. Limited day to day data management skills in many parts of the sector and often less than ideal technology in many organisations contribute to a sense of strategic drift. And yet, there are, of course, islands of passionate expertise and effective activity.
Without question, the effective use of big data (so-called data-driven decision-making or DDD) has the potential to deliver operational and financial benefits to individual cultural organisations in obvious fields such as marketing and development and, in turn, through the ways in which it might inform artistic decision-making.
This paper calls, ultimately, for a strategic approach to sectoral change, to capacity building and to joining up and scaling existing work with a view to achieving a step change in the way that data can help improve the resilience of the cultural sector.
Read the rest of the paper here.
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