Evolving the model for a cutting edge art science eco-system

Science Gallery had grown as an idea, organisation and model since the establishment of their first space in Dublin 10 years ago. This expansion and evolution was causing a number of challenges across the organisation, all stemming from a lack of clarity around how the growing scope of projects, partners and places worked together to create shared value.

We worked with Science Gallery International to clarify what had evolved and explore ways to articulate new models that would support continued expansion and impact.

Working together with the SGI team we mapped how they worked and created value within the Science Gallery ecosystem, building a clearer picture of the wider process of building relationships, opening locations and growing the network.

This made it clear that the model of a ‘gallery’ was masking a much expanded, much deeper ‘eco-system’ of value. Establishing a gallery was valuable, as was becoming part of an influential, impactful, cutting edge network. Allowing members to activate transformative work at local ‘gallery’ levels, and connect it with cutting edge conversations at an international level. The value for new members growing as they deepened their role and relationships within the eco-system.

Defining the full eco-system allowed us to make clear the value of the different parts and how they work together to deliver shared value over time, creating a more unified approach for how all the different partners can work together to inspire and unlock trailblazing work, research and leaders.

The process and a strategy playbook helped empower the team to mobilise Science Gallery International as a high level convener and connector focused on building influence and impact, and deepening relationships in the network and beyond.