The public value approach to strategic management

• Published in: Museum management and curatorship (1990) 2009-09, Vol.24 (3), p.253-269
• Main Authors: Weinberg, Mark L., Lewis, Marsha S.
• Format: Article
• Language: English
• Subjects: change management; museum management; public value; relevance; strategic planning; Strategic Triangle; strategy
• ISSN: 0964-7775; 1872-9185
• DOI: 10.1080/09647770903073086

In an environment of resource constraints and constant change, the museum manager's role is as a strategist, managing and adapting the assets of the organization toward maximum value creation. Mark Moore's public value model, the Strategic Triangle, provides the most comprehensive framework for strategic management in the public and nonprofit sectors. According to Moore, bad strategy or strategic failure in the public sector results when the organization's goals do not mirror the community's desires, the organization is unable to produce the desired good or service, or what is produced has no long-term public value. The authors demonstrate the use of the Strategic Triangle as an adaptive strategy framework that museum managers and other public and nonprofit executives can use to continuously position and reposition their organizations in a changing environment. The model accounts for the unique characteristics of museums and other public organizations, and can provide a useful framework as leaders strive to better articulate their goals and contributions and measure the value the patrons place on their experiences.