The Coming Hybrid Era: Tools of Change 2013 and The Future of Art Book Publishing

February 22, 2013 in Business Models, Conferences, Digital Publishing Platforms, Digital Strategy, Publishing Industry News by robert.weisberg

The week before last provided an enlightening conference convergence, as the annual Tools of Change meeting coincided with a panel deep beneath the New York Public Library’s main building. The latter, linked, I believe, to the College Art Association conference, was called The Future of Art Book Publishing (full audio is here) and had representatives from different parts of the art book ecosystem speaking with great optimism–and defiance–about the prospects for this niche’s survival.

What I found most interesting at the Art Book panel, despite the indisputably declining sales described by Margaret Chace of Skira-Rizzoli, was the fact that art books are being sold in more outlets than ever before–not just museums, but stores like Anthropologie and pop-up shops mentioned by Charles Kim of MoMA. This is a critical innovation (a “tool of change,” even?), as large physical bookstores seem to enter their death throes and Amazon becomes nearly ubiquitous. If the ability to touch a book is unmatched for leading to sales, I would expect this to be doubly so for art books. Especially, as Sharon Gallagher of D.A.P. forcefully stated, if the future form of the art book, whatever that is, will still have a bookish-ness about it, will still have pages. (Gallagher told a story about her book-industry husband berating a shopper at P.S.1’s store, who asked if he could just buy said book at Amazon. You can not, the outraged husband said, buy this particular copy at that particular online seller. It’s a good thing the guy didn’t also want his parking stub validated.)

I mention that anecdote because it’s exactly the kind of preciousness that is so anathema at Tools of Change, which is insanely content-agnostic. The text being provided isn’t the point, it’s the delivery, getting it out to the audience, having the audience come and find it. Declaring that art book publishing is special and must survive is like telling a non-anthropic-principle cosmos that it’s humanity’s destiny to explore the universe. (Try saying that to an onrushing meteor.) My point isn’t that art books aren’t special–Tools of Change had panels on the importance of literary endeavors in digital publishing, and even an entire day devoted to self-published authors, many of whom are poets and lit novelists–it’s that the modern publishing environment doesn’t care what you make. Just make it available and discoverable. (And good.)

If January’s Digital Book World conference was obsessed with Fifty Shades of Gray as the bogey-Bildungsroman, then Tools of Change couldn’t shut up about Gillian Flynn’s Gone Girl, which apart from being a critical and monetary smash, was also an example of the new kind of word-of-fingers-on-keyboards that everyone says is necessary to generate sales in this era. Flynn herself wasn’t active in social media, but her potential readers were, and that’s the key. Tools of Change had an entire panel with Goodreads’ CEO, Otis Chandle, which hit all the expected points, as his company is reaching a certain critical mass in book discoverability. (I myself spent this past long weekend obsessively entering books I’d read into the Goodreads system, and it was a great memory-jogger about books I like but can’t always name when asked.) But there was also a panel with Owen Teicher, president of the American Bookseller Association, who, other than an extended raspberry to the Department of Justice for favoring Amazon’s business practices over the publisher-Apple agency model, was unfailingly positive about what bookstores, especially indies, are doing to merge digital reading with physical sales. (Note to self: walk down to the Met’s store, which just re-organized its book area, and see what the book-sales traffic is like.)

Tools of Change has always been more philosophical than Digital Book World, squishier in a good way, more alive with the buzz of the moment. This year’s buzz, as I mentioned in my DBW post, is about audience and discoverability, and I was particularly interested in panels which described discovery not just in digital (Goodreads, social media) but in physical terms. Or, better yet, a hybrid of both (“hybrid” being the buzzword-in-waiting). Two panels bookended (sorry) this approach. The first, “Books at the Block Party: The Economics and Outcomes of a Local Literary Economy,” on the conference’s first day, was an open-ended discussion about connecting with book audiences, with experts from digital media (Tumblr), libraries (the Darien library system), audience-building for authors (BooksquareWe Grow Media), and an author (Kevin Smokler, who’s trying to do for reading what every museum should try to do for art long audiences once cared about because it was on a test, but have long since forgotten).

This panel featured the enthusiasm, optimism, and desire for hard work that really makes you glad to have chosen that particular panel over the other possibilities at a crowded conference. One particular quote, from Smokler, really stuck with me: “Publishers: teach and train your authors to have the mindset of the value of connecting with individual readers.” What are we, in museum publishing, doing to connect our authors/curators with potential readers? Sure, we’re getting their content out there, but are we working closely enough with other museum departments–communications, events, membership–to ensure that these words in our books are a part of the community? This excellent panel made me want to organize every content creator in my institution over a really big breakfast and brainstorm until we were ready for lunch.

The second panel I wanted to mention was “Beyond Devices: Is The Real Value Of eBooks Social Engagement?” It was on the conference’s last day, when everyone was tired, a flu was going around, and three days in a New York hotel was just getting a bit much. An eclectic mix of different panelists (author of The Time Traveler’s Wife, a former agent, a book marketing consultant, a social-media-for-book-events entrepreneur, and a book club empowerment organizer) met in the same small room as the panel above and had a similar enthusiastic discussion of just what “digital reading” means: is it physical reading improved by digital communities, or just plain reading on a device? The answer, I think, by lack of a formal answer, was “whatever the audience wants digital reading to be.” For those of us in museums, struggling with what form the art book of the future will take, that’s the right answer. The fact that we were already looking beyond devices, those precious must-have thingies that launched a million very dull arguments, was promising. I found strange connections between a panel called “Creators and Technology Converging: When Tech Becomes Part of the Story” and Charles Kim’s description of some of MoMA’s plans for ebooks. Both were finding possibilities apart from platforms. Paul Chan, who discussed his Badlands Unlimited imprint at the NYPL art-book panel, would have been a perfect fit here or at the author-day track, as his DIY object-making operation was an inspiring analogue to every would-be publisher or app-designer trying to Kickstart their way out of inertia.

There were plenty of other interesting panels, but a discussion of all of them could last as long as the conference itself. In some ways, far more rewarding were the conversations with panelists and attendees outside of the ring of ballrooms surrounding the Death-Star-like central core of the Marriott Marquis. I liked the idea of one panelist that a place like the Met needs to “hack the typical large-museum experience” and make it easier for the tourist or even local-with-an-hour-to-kill to get inside, see something inspiring, buy something, and get out. A place like the Met should be awash in local-oriented events, this person said; and those events should be online and simulcast, other attendees told me. The Met was seen as an imposing edifice but full of possibility. Is this the way a graffiti artist might view an enormous limestone wall, or the way an entrepreneur might view an open but hungry market? Well, that’s the trick that will actually determine if the Future of Art Book Publishing is written from the publisher’s point of view or from the audience’s. The former will always require development funds and subvention, the latter a desire to meet the community at the intersection of digital and physical realms, where the museum is a portal to an infinite world of art, history, scholarship, inspiration, and possibility. I love my fellow art book publishers but I’m putting my money on the latter.

It’s the Audience, Stupid–Digital Book World 2013

January 25, 2013 in Business Models, Conferences, Digital Strategy by robert.weisberg

Conferences are often emotional sine waves, oscillating between this is so great I can’t believe I’m getting paid to come here and why am I here? This is garbage. I should skip the afternoon sessions and go across the street to see “Les Miserables”. Digital Book World 2013, held last week in New York, was different. The weather was predictably lousy, there were plenty of panels that didn’t pan out, and the last few sessions had that usual airport-after-a-blizzard feel of coughing and sniffling people sitting in the aisles with their rolling suitcases. And don’t think the news was great for publishers–the sense of slow doom was still there, that something was going on amongst the mergers and self-pub explosions, all the while with Amazon lurking off in the far distance like Sauron’s fiery eye.

But I was thrilled. It’s rare when my predictions come true, but panelist after panelist confirmed that the age of the shiny new end-all cross-platform publishing technology (I’m looking at you, XML and EPUB 3, but more out of pity than anger) is over and we’re returning to focusing on the audience. You know, those people who buy our product, or perhaps read it for free but then buy something else, or perhaps just visit our website or institution and get some inspiration. Yeah, those people.

Audience was the mantra of the conference, often disguised by the term discoverability. I prefer audience because it humanizes them, our customers, makes them more than just content consumption machines. Audiences are restless, and despite their attraction/addiction to the Downton Abbey of the month, their willingness to go all in is flagging. They don’t care about brand any more, not in the way they did about Coke or GM; five truncated seasons of Mad Men isn’t the same thing as three generations of a family buying only one make of car.

Working at the Metropolitan Museum, that can be scary as shit for anyone who needs a steady audience for the sake of job security. But for those of us who’d been screaming about content taking a backseat to containers, never mind technologies we could barely keep up with and which our bosses were growing increasingly tired of purchasing, it’s the best possible news. Publishers may be suspicious of those of us who call ourselves content experts, knowing that all we really have is the willingness to try out new things, but we have a shot now to come up with content where quality matters, authority is critical as long as it’s not dictatorial, and connectivity with the larger world of knowledge is as important as air.

Think that’s blowing smoke? News flash: that’s why Obama won, straight from Teddy Goff, the digital director of the campaign that sent Karl Rove to the loony bin. Goff gave one of the keynotes on Wednesday morning and I was all set to eye-rollingly dismiss him as a political hack (I do hail from D.C.). Yet he was not only engaging but interesting. He described a social media operation that wasn’t only nimble, it was Agile (cap “A” mine), brainstorming idea after idea, trying them out, quickly ascertaining their traction, discarding the ones that didn’t work, keeping a quick expiration date even on the ones that worked, and then moving on, all the while keeping the overall mission in mind: connecting with voters. They went after the sources of influence with voters, the opinion drivers, the things that resonate and get people to go out to the polls on voting day. For anyone who read postmortems of the Romney campaign (“we had an app!”), you can almost feel sorry for the poor saps. They were fighting technologists with lawn signs.

If it sounds like there wasn’t much there for museum publishers per se, there wasn’t. You have to watch the corona, read the penumbra, and other SAT words. Torrents of facts about traditional- versus self-publishing led me to believe that everyone out there in the content creation chain needs passion and a sense of mission. That’s something us museum folks have in spades, but what we may lack is what self-published authors need from the get-go, and traditionally-published authors are only realizing they need: an understanding of the business of publishing, whether print or digital. Many of us have been lucky to have been shielded from those realities, whether in subsidized print divisions or experimental media labs. Not any more. No one creating content can afford to be uninformed any longer.

And what we have to know the best is our audience. The interesting thing about “discovery” is that it’s more about interest than categories. Potential buyers want links, recommendations from trusted sources, suggestions like tiny poking fingers, hey, you might like … . Recommendations have to be fast and easy. We have to think like an audience. For an art museum like mine, who are the power suggesters, the trusted sources, the behavior guiders?

We need to try everything, but most of all, we need to be good at something which reaches our audience, something that gets us passionate about sharing. At the packed panel called Closing the Discovery Gap, Angela Tribelli of HarperCollins said that publishers were crying out to their IT departments for good barometers of audience engagement, for better yardsticks to see what works.

The problem might be that no one thing works, that it might be the Amazon “you might like” combined with the emailed book review from the Times combined with what their friend at work is reading, that’s what gets them to buy. The Sock Puppet scandal, followed by Amazon’s over-reaction, may have been the death knell of good public review data, so audience engagement will need other methods and channels. It’s the marketing equivalent of what museums call “visitor experience”–call it consumer experience, as Tribelli said.

I think of something the Met did back in 2009. We encouraged the public, our audience, to take pictures of the art and send it back to us. We chose entries for our It’s Time We Met campaign, which has been a big hit, not just in terms of audience notice, but in terms of improving the Met’s image as a place that comes up with great ideas. It’s a content feedback loop, and a new frontier, however modest, for the Met’s commitment of active audience engagement.

I think those kind of ideas are going to be what leads content further into the new century. There’ll be a lot of overlap among writers, reviewers, bloggers, tweeters, all making up a pool of influence that will ebb and flow over audiences. We can help them by being better at audience relations. Curators don’t have to be shameless audience panderers, but they better find some people who are, because I think we’re psyching ourselves out about the decline of interest in art. Maybe having to engage with public is scaring curators and art publishers–it’s certainly scaring trade publishers. The question is, how do we turn this into a conversation?

As always, it starts with quality content, content that an audience wants. That’s never really changed, but now authors need to be more a part of it. Any website that can make marketing for dummies work can make metadata for dummies something fun, will be worth its weight in trillion-dollar coins for aspiring content creators.

I guess these things go in cycles. In three years, we’ll be hearing about devices again. For now, think about audiences. And breathe.

Now That You’ve Launched …

January 8, 2013 in Business Models, Digital Strategy, Organization and Workflow by robert.weisberg

So you’ve got your Amazing Digital Project™ up and running. Maybe some of your team has moved on to the Next Amazing Digital Project™. But you’ve been given responsibility for dealing with a just a few small post-launch problems. Easy, right? Not so fast.

At the Metropolitan Museum of Art, our Met Publications site went live in October and has been extremely successful by a variety of metrics, not the least of which are our own expectations. But the excitement of the launch soon gave way to questions and decisions, some of which were predictable, some of which surprised us.

The first post-launch decision actually comes before addressing future phases. Just how much post-launch life will your online project have? Met Publications is composed of printed titles and, as such, the content doesn’t have to be updated. However, there are a few types of issues which come up immediately after any launch:

  • Mistakes (actual errors, which fortunately have been very few!): content creators–in our case, curators–will let you know that there are errors in the material you’ve put up online. Maybe two editions of a title were mixed up. Maybe some files weren’t converted correctly. We put up a lot of material, and bookkeeping problems are inevitable. The challenge here is that, while the first request or two didn’t seem like any big deal, we were soon overwhelmed by incremental changes going back and forth with our vendors. We had to come up with a post-launch workflow, the sooner the better.
  • Delayed features: over the course of the pre-launch process, we had to jettison some features in order to meet our deadline. Now we want to put those back in, to align with the vision we had in the first place. Maybe some features will be easier than others to implement post-launch, while others might have missed the boat entirely. It’s up to my digital department colleagues to work with our technical team to determine just what’s possible and when.
  • Bugs: the dreaded “it doesn’t work!” At least there is usually agreement that these need to be fixed. The hard part might be figuring out just what the bug actually is. Again, the ability to work quickly with a tech team is crucial. Expect these to come up, and to be dealt with, as quickly as possible.
  • Wish list: consider this an amalgamation of any item above which isn’t absolutely mission-critical. Some content creators have had requests that aren’t really errors but improvements on their behalf. An important stakeholder, seeing the overall project in action for the first time, may strongly want a planned feature long since mothballed. This is a growing list that will likely decide the meat of the next phase of the project.
  • More content: Met Publications is expected to upload new content as it becomes available, so we first had to decide just what that content will be (every publication?), how often it will be added, and what issues we might face. This is a chance to improve upon first-phase workflow.
  • The next phase: On to the next! Most importantly, the team needed to the get the first phase off the ground may have been disbanded, interns back in school, temps reshuffled, and even the time of key full-time people has been re-apportioned to other projects.

And that “victim-of-your-success” reality may be the biggest problem of all after any project launch, whether it’s an individual exhibition catalogue or an entire feature like Met Publications. There’s almost always a loss of momentum when the stress (and pizza) of late nights getting the project launched turns into champagne and cake as the project launches. You might find the very reasons you had for the project have mutated as the project launches, and you have to provide justification all over again just to keep it up-to-date. Exhausted elation can very quickly turn to despair as the post-launch tasks pile up just as the all-hands-on-deck mentality has evaporated.

We’ve had to make sure that our senior managers understand the resources needed both for maintenance and for new endeavors–some senior managers, especially if they’re new, or perhaps work in other departments, may not realize just what was involved in getting this content online. Creating a workflow for post-launch tasks, even if it means slowing down how often you update the project, has been critical, and is ongoing.

But, most of all, we’re looking at the positives from out project. We did it! And, thus, we can do it again. And so can you.

Steal This Dichotomy: Notes from the National Museum Publishing Seminar 2012

June 26, 2012 in Business Models, Conferences, Digital Strategy by robert.weisberg

When it comes to digital art-book publishing, it would be easy for a print-oriented publisher to steal that old joke about the weather: everyone talks about it but no one does anything about it. But that ignores the great strides made by many, many museums and art-book publishers to stake a claim in the field, whether through apps, e-books, online catalogues, or a simpler repurposing of backlist content (he writes, pulling at his shirt collar). What print publishers are really complaining about is the lack of an established digital format as easy to understand to us as a book, and we have slumped away in disappointment when we realized that, darn it, we’d have to come up with it ourselves.

At the National Museum Publishing Seminar’s panel “Digitizing Your Publishing Practice,” I tried to provide a history of the Met’s Editorial (print) department’s dance with technology, both in terms of our print workflow and our increasing need to work with our Digital Media department. I focused less on just what the Met’s plans are because, well, I’m a process person, and, well, plans are what you create to get funding, processes are how you get the frickin’ thing done. My job is not to guess at future publishing technologies; I only do that for free in forums like this.

There was a lot of time spent, as detailed in jmohan’s excellent post, in a new argument between the precious-book-as-eternal-object versus content-as-viral-audience-driven-thing. Call it top-down curation versus bottom-up wall-tagging, or perhaps the question, “does information want to be free and is free information any good?” Those of us who know how much a really good exhibition catalogue bibliography costs to prepare have an idea of free-versus-not, but we’re not telling, or, at least, we haven’t been asked.

I wonder, however, if the journey itself will help provide the answer. If I’d had an hour to speak, and a closed ballroom door preventing the audience from leaving, I would have talked more about the feedback loop between content and existing institutional systems–while we all know what we’d like to publish, what we can publish has limitations like what our computer systems can handle, what our curators can pull together, and what can be disseminated to our audience. The roots of most legacy systems run deep and don’t let themselves get ripped out without a fight.

Every conference has its keyword: “curate” was all the rage at last year’s Digital Book World in New York, and I’ve heard “container” and “anecdata” passed around like candy at Tools of Change. While “voice” was supposed to be the theme of the NMPS, I think “preciousness” went more to the heart of the issues presented here. I hope technology may provide the answer to allowing us museums to create precious objects with some degree of ease AND make it accessible to the public AND maybe even get audience input to SOME part of the process, depending on what your institution can stomach. I’m sure some kid is out there in the modern equivalent of the tinkerer’s garage, creating an app or something which will allow institutions to make illustrated e-books as simply as people now tweet.

But that’s not the problem, or perhaps not the solution. The problem is the mindset that says precious OR mass, authority OR anarchy. (Perhaps “dichotomy” is the dark-horse candidate for keyword of the conference.) If we didn’t recognize there was an issue here, museums wouldn’t have social media staff, if not yet a social media plan, and they certainly wouldn’t be experimenting with different digital publishing platforms, if not developing a framework for studying the successes and failures. The Guggenheim museum’s experience with three versions of the Maurizio Cattelan exhibition catalogue was described in exquisite detail by Elizabeth Levy, and I’m sure many, many people in the audience were less jealous of the Guggenheim for its trailblazing than they were thankful that another museum tried it first and so gracefully acknowledged that one part of the triumvirate didn’t work out so well.

Seeing representatives of the Walker Art Center show up in panel after panel was impressive as much for what they’ve actually accomplished in branding and print-on-demand solutions as for the fact that they are, in fact, all over the place, in a good way. Comprehensive new-media endeavors don’t just grow themselves … wait, or do they? Whether it started top-down or bottom-up (dichotomy alert), the Walker’s presence shows that it is possible to establish an identity that engages the public without being any less of a museum.

All museums should take note that everything discussed at the Seminar is possible, just not always very well. I think, and certainly hope since it’s kinda my job, that the process of creating these digital publications will in some way BE the publication, in the same way that the internet created nouns-become-verbs like blog and tweet. What museums have to ensure is that whatever we create online must be precious not because we treat them as such but because the content makes them so. A few of our digital content creations may endure like great books, and many, many more will be instantly forgotten and deleted (like the vast majority of books would be if discarding and pulping them were as effortless as pressing a button, please don’t pretend otherwise), but if we keep our heads then we’ll no doubt catch up with what’s possible, until the next technology leaves us behind all over again.

Institutional Strategies: One Step at a Time

May 26, 2012 in Business Models, Digital Strategy by Amy Weber Parkolap

In the February/March bulletin for the American Society for Information Science and Technology, Nik Honeysett writes an excellent article about institutional adjustments that are vital to a digital publishing initiative:

Surely, switching to digital is only a matter of merging the publication and new media departments or creating a workflow pipeline between the two, right? Unfortunately the solution is more complex, because this switch involves some cultural, business, financial and technological paradigm shifts.

What defines your institutional digital publishing strategy?  Read below to discover the Getty Museum’s by Nik Honeysett, Head of Administration at the Getty Museum, excerpted from “The Future of Museum Scholarly Catalogues,” ARIST (Annual Review of Information Science and Technology) Bulletin (Feb./Mar. 2012).

  • “This transition does not require an immediate, all encompassing solution;
  • “We need to experiment at all stages of the process with possible throwaway work;
  • “The initial publication must be big enough to test the process and functionality, yet small enough to complete;
  • “We are as non-disruptive as possible.”