A useful digitisation strategy has to do more than set out a programme of projects and targets. It needs to define the purpose, outcomes and decision-making principles that can guide a programme through change, while leaving enough flexibility for delivery plans to adapt in practical ways.
I have developed and implemented digitisation strategies through periods of significant change, including the shift to working from home during Covid, organisational restructuring, and changes in staffing, budgets and priorities. In each case, the challenge was not simply to keep individual projects moving, but to protect the underlying purpose of the programme: increasing access to collections, optimising digital asset management and preservation systems, and building sustainable, scalable ways of working.
One of the most important lessons has been to understand the value of defining outcomes that are not too tightly tied to specific projects, processes or outputs. During Covid, for example, this made it possible to re-evaluate priorities quickly while keeping everyone’s work aligned with the broader purpose. Because the strategy was anchored in outcomes rather than fixed delivery targets, effort could be redirected without losing sight of the overall direction.
This required flexibility in prioritisation, but not a loss of control. Change is easier to manage when there are clear mechanisms for governance and planning, because they provide a structure for assessing trade-offs, allocating resources, and deciding what should continue, pause or be stopped. They also help maintain confidence among stakeholders when circumstances are uncertain.
Even well-structured governance cannot compensate for the absence of strategic direction.
Where governance is in flux, during a restructure for example, a clear sense of purpose can help a programme remain coherent while formal decision-making routes are being revised. Strategic objectives that allow flexibility in delivery give decision-makers and resource holders a basis for planning and action.
Overall, my approach has been to treat strategy as a practical tool rather than a fixed document. A strong strategy should give a programme enough direction to stay relevant, and enough flexibility to respond effectively when conditions change. And it shouldn’t last forever – a good strategy has a best-before date and should be regularly reviewed and refreshed to ensure it’s still serving its purpose.
I can help your organisation define the aims and objectives of your digital strategy, ensuring it is grounded in your mission and values and informed by the needs of your stakeholders. If this is something you are looking for, please contact me to discuss.
Image credit: “Miss Merriam at Sherman’s Point, 1900,” by Theresa Babb, (1900), Public Domain Image Archive, public domain.
