The Tate’s Digital Transformation

Assess Stack’s options for monetizing the Tate’s digital assets. Which of the options
before him are most likely to deliver a return on investment?

Stack had led the Tate through two digital strategy planning sessions, and his team had had a
lot of success turning the Tate's fifth gallery into a virtual space with immersive and engaging
content, activities, experiences, and communities. Stack was working on a new digital strategy
for the Tate, one that featured digital as a dimension of everything the Tate did, both physically
and online, in the future. Through social media or online communities, digital interactions enable
social engagement with others. Physical experience is largely duplicated or surpassed by
digital. Visitors are spending more time on the website than in the galleries.

Going digital will necessitate a huge organisational shift at the Tate, and it will only be
successful if the entire business participates. While Stack has accomplished a lot with limited
resources thus far, bringing the Tate closer to his vision would necessitate major financial and
human resources. Digital can be seen as either a diversion from the Tate's main goals or a
necessary step in keeping the Tate relevant for current and future generations.