Natural History Museum: Organizational Profile, Objectives, Consumer Trends, Sustainability, Financial Operations, Governance, Key Stakeholders, Current Issues

This document provides an in-depth analysis of the Natural History Museum, including its organizational profile, objectives, consumer trends, sustainability measures, financial operations, governance structure, key stakeholders, and current issues. It explores the impact of the changing external environment on the museum's functioning and highlights the need for adaptation and modification in operations and functions.

Natural History
Museum

Executive summary
The dynamic external environment has lead to a comeoplet transformation in the ways
organisations’ are working towards enhancing the sustainability of their operations & functions.
Presently report is abed on national history museum. There is analysis of the way various
external environment trends are affecting their overall functioning. According to the various
governance issue and changing customer requirements organisations have to modify their
operations and functions.

Contents
Executive summary..........................................................................................................................2
1.Organizational profile..........................................................................................................4
2. Objectives..........................................................................................................................5
3. Consumer trends.................................................................................................................6
4. Sustainability......................................................................................................................6
5. Financial operations............................................................................................................8
6. Governance.........................................................................................................................9
7. Key stakeholders..............................................................................................................10
8. Current issues...................................................................................................................10
REFERENCE LIST.......................................................................................................................12

INTRODUCTION
The changing external environment has lead to a complete transformation in the way
different in industries are structured and functioning. Such as there is need to identify the impact
of key stakeholders for this there is requirement to make extensive research. Present report is
based on development of a report on Natural history museum (Braun, 2019). For this there is
analysis of organisation profile, key objectives, changing consumer trends, sustainability
performance, the way such organisations are operating financial, governance structure and the
impact of present issues on such stakeholders is also studied in detail.
1.Organizational profile
History of museum:
Museum of London is based on natural history Museum which is exhibiting high number
of segments across various sectors of natural history.
The major attractions of this Museum are based on hidden treasures that are decorative feature.
In 1986 this Museum immersed the adjacent zoological Museum That is part of British to logical
survey and is based on collection of more than 30000 minerals (Demirag, 2018). The Drawin
centre has been open for public in 2009 & houses of the Museum historic collection is based on
working scientist. Visitors are able to watch the scientist from work in open clan Laboratories
where they are working on studying everything ranging from cocoa to the sloane in that is
brought back from Jamaica in the 17th century.
In 1856, Sir Richard Owen is the scientists who came with idea of Dinosaurs and left his role as
curator of the interior museum and also took charge of British Museum of natural history
collection.
The lack of space in the over increasing the collection of national history specimens there has
been convinced to British Museum Board of trustees that there is requirement of separate
building as a house of these National Treasures. In 1864, Francis Fowke designed the royal
Albert Hall and some parts of the Victoria and Albert Museum who has won a opposition for
designing the natural history museum.

Organisation structure:
The museum is managed by the executive board and the museum director.
The museum director Doug Gurr is having responsibility to report to the board of trustees.
The executive board has to manage the overall functioning of Museum in the leadership of
Museum director.
The board of trustees:
The board consists of 12 members where it is selected by the Prime Minister that is rural society
Trustee is nominated by DCMS that are selected by the board itself.
The executive board:
The executive board is approving the Museum procedures program policies and projects. For
monitoring and formulating the Museum has to develop a corporate plan for the delegation of
decision making responsibilities to other management group so that there can be collective
responsibility for entire museum.
The Audit and Risk committee:
The Audit and this committee is committee That is part of board of trustees it provides board
with complete Insurance of adequate corporate governance,. Internal control processes and the
risk management strategy so that there can be over effective working. They are working towards
reviewing the code of practices code of conduct for staff and register of interest.
Some of the members work presently part of Audit and risk committee include Mr Robert Noel,
Harris Bokhari and prof Yadvinder Malhi FRS.
2. Objectives
The main objectives of national history museum are:
 To secure the future of collection
 Engagement and providing of widest possible audiences’ transformation of the natural
historic development of galleries and gardens
Creation of sustainable and resilient organizations
The whole museum community that includes staff, agency, contractor, consultants, scientific
associates, students are working to act ethically and according to principles that are part of this
code to make decisions across arioso levels. Apart from this the pre values are subscribing to

committees principles that include integrity, accountability, selflessness, leadership, honesty and
openness.
Respect:
The management of national history museum is engaging in informed and meaningful dialogues
for faster collaboration in possible cases. Further there is need to support the debate and speech
by respecting view points of various associated stakeholders who are related the organsuiation
both internally and externally.
3. Consumer trends
With the changing times there has been a complete transformation of the consumer trends. Some
of such trends are discussed below:
Foodies invade the museum: Visitors are expecting food choices according to their lifestyle &
the museum professions are working according to this trend. They are focusing on their guest to
eat lighter that is part of menu with latest options that include gluten free options or vegetarian.
Safe spaces and trusted places: Museums are working towards a great leverage a step in centre
for accuracy and facts. Smart museum professional is working towards as a active change maker.
Virtual reality goes as part of main stream: there are many questions that are related to artificial
intelligence, virtual reality and augmented reality that is related to museums (Agyeman, 2019).
More shared histories: The secret is that museum professions are neglecting the research. There
is sometimes inexpensive genetic testing that is demanded by customers. It is related with
digitization and there is also interested in past family scenario.
Instagram moments: Average visitor in museum is 60 years old. Earlier audiences are declining
everyday & museums are working towards emphasis on younger visitors.
Sustainable growth is focused for purposely creation of instagram moments so that it can be
worth sharing on such platforms.
Museum embarking the startup mindset: with the changing times the different between tech
startup and museum is the way each group is responding to availability of limited resources,
demanding tasks and overworked staff. So there is arising end towards innovation where
traditional museum drives to conservatism.
4. Sustainability
Sustainability is concept that is part of every museum and with changing times there have been
more focus on making sustainable decisions where there is focus on a kind of working

environment. For this there have been emphases on some of the sustainable measures that are to
be focused. It includes:
The major dual objective that is part of every functional imitative of National history museum is
mentioned below:
 Acting responsible for natural ownership by consideration of wider and future
implications on their overall actions
 Seeking of long run sustainable solutions to focus on both present & fuure implication in
consideration. The principles are reflecting the relevant professional standards, sector &
government guidance that includes museum code of ethics, the ICOM ethics code and
ICOMNATHIST code of ethics for natural history Museums.
Carbon emissions: the collections of natural history museum are according to specific
conditions that have to be maintained to keep it safe. In year 2019/2020 the carbon foot print was
10,743 tones. The management is working towards ensuring operational efficiency and reduction
of carbon emissions (Environmental policy, 2020).
Such as there is use of regeneration energy that is used in the museum. It is combined of heat,
cooling and power to reduce the wastage and saving of 15000 tons of carbon dioxide as part of
installation. There is more ways to be developed to energy sector for greener in coming future
time period (Armstrong and et. al 2019).
In 2020 natural history museum has also installed solar panels that is supply enough of energy
power for ornithology building. Further in national history museum there is better expertise n
taxonomy, mineralogy and systematic that is during research aimed at securing for health, food
and natural minerals. There is use of museum collection along the laboratory and field to study
wild relatives of food plants for pestle and predicting the spread of disease to develop new ways
to extract scarce elements in a r economic and sustainable way.
The main aim is to:
Raise awareness of environmental impacts: Environmental conditions that are affecting the
legislations and operations applying to all their activities. Further there has been implementation
of commitment to prevent pollution includes monitoring discharges, emissions of water, land and
air to ensure it does not exceed to set consent limits.
There is high level of commitment to Museums energy policy for improvement of efficiency and
monitoring emissions.

There is encouraging of contractors and suppliers by development of appropriate specifications
to support environment preferable goods & services.
There is consideration to environment before the capital expenditure by entering in new projects
and ventures. There is carrying out the reviews of environment management performance and
further monitoring of progress for having continual improvements.
5. Financial operations
Grant in aid:
The majority of the funding of muse sum is arising from government contributions that are part
of digital media department, sport and culture. The financial support is set up for a time period of
some years and also the Museum has to provide the overall report to DCMS (Digital, culture,
media and sport) to meet their agreed targets.
The funding for the core work activities of museum arises from fundraising that is part of
museums commercial activities that is done through natural history museum trading company.
The trading company: It includes various marketable activities that include the functions of
brand management, touring exhibitions, imaging, licensing, retail, catering, events, consultancy
and others.
The trading company is wholly owned subsidiary of museum. The trading company is compose
of three trustees that include the museum director, director of public engagement and the director
of finance.
Additional funding: for the purpose of additional funding of the scientific research it is award by
research councils UK, The European Union, charities, trust & their grant awarding bodies.
The long term aim is to focus to reduce the museums dependence on grant in aid (Blooploop,
2020). There is need to achieve this by maximization of energy from the trading operations &
further developing of financial support for the scientific research & exhibitions.
Accounts: the accounts are describing the ay museums money has to be spent and there is
overview of all activities. Regularly the accounts that have to be audited by the comptroller and
the auditor general that is presented before the parliament every year. Further the hospitality and
expenses information for the executive board of directors. All such information is available
annually that is further in form of annual reports and accounts.

6. Governance
The natural history Museums of los angels country (NHMMLAC) is a pubic private partnership
between nonprofit Los Angeles country of Museum of national history foundation and country of
Los Angeles. The foundation board of trustless is appoint most of their own members with enets
of the country appointed board of governors serving as trustless so that board can further provide
with unified museum policy, oversights, the overall operational revenue of Museum is based on
the funds that is arising from funds generated from public further secured by a contractual
agreement formed with country & other private funding in form of grants, gifts and museum
enterprises.
The governance strategy at the national history museum is to enable researchers across different
parts of the world to document species to further continue to respond to the overall
environmental changes that can help in predicting what may happen in future time period and
further informing about the plans and policies to help the planet.
The board of trustees is responsible for managing of the museum functions. The executive board
has to manage all the functions of museum.
The executive board is working towards approving of overall policies, programmers and the
whole projects. Further there is monitoring and formulating of corporate plan, delegation of
decision making responsibilities to various management groups to focus on collective
responsibility of the entire museum (Gregory, 2019).
Managers and head of departments are responsible for communication and implementation of
ethical procedures and policies. It leads to due diligence that is undertaken for dealing with
ethical issues, escalation of ethical issues with museum that are relevant to board. Further
appropriate training is doe on ethical issues to keep a check on the overall policies and
procedures that are part of review process.
Main values:
Some of the major values associated with national history museum as aprt of their corporate
governance strategy is mentioned below:
 There is high amount of connectivity
 There is encouragement of creativity
 They are working for encouraging of diversity
 The management of natural history museum is working to value evidence.

7. Key stakeholders
There are many key stakeholders that are affecting the functioning of natural history museum.
Among these some of important stakeholders and the way they are affecting policies and
functioning of natural history museum are mentioned below:
Society: It is one of the major stakeholders for whom National history museum is working
towards launching of new strategy setting for their role as natural world is facing high threats,
there is building up of world’s leading collection and global reputation for science as one of
leading visitor attractions (Financial Reporting Council, 2018).. There are also further
ambitious plans leading to 150 anniversaries by opening of water house building in coming time
period of 10 years that is by end of year 2031.
Government policies: the government is having a major impact on the overall functioning of
national history museum such as there has been development of UK wide partnership for
tackling the urban biodiversity loss. There has been also bold transformation of museums five
acre gardens.
8. Current issues
Presently there are some of the issues that are faced by National history museum that includes:
There is requirement for creation of some new galleries, future exhibitions, events programmer
that includes forthcoming blockbuster exhibitions.
There is a need for new UK wide partnership dealing with urban biodiversity loss and there is
possibility of transformation of Museums five acres gardens as part of the urban nature
project.
Launching a New Year long season, digital content and activities are important for diversity and
nature that is leading towards requirement of large amount of financial resources.
As per the director of natural history museum is by sir Michael Dixon there are issues of
planetary emergency. That is humanity future is denied on natural work but there has been
no effective measures to deal with the destructive shock on various planets continued
existence systems. Biodiversity loss climate cane and expectations, pollution, habitat
destruction and deforestation are leading to high amount of crises that is flowing from
unsustainable human activities.

There is unprecedented threat we have to deal with global response. The strategy is to build the
future vision for planet thrive and people. The ethics is to work together to change the
present path.

CONCLUSION
From the above mentioned aspects it can be said that there are many key issues that are
arising in course of management of historical monuments for which there is need to form
suitable strategies. With the changing external macro environment there is requirement of
various measures to minimize the negative impact of changing external factors. For which
governance strategies and key ethics principles are used to reach to relevant conclusions. The
fats changing customer trends is one of the major factors that are affecting the functioning of
such organizations.
REFERENCE LIST
Books & Journal
Braun, R., 2019. Corporate Stakeholder Democracy: Politicizing Corporate Social
Responsibility. Budapest: Central European University Press
Armstrong and et. al 2019. Marketing an Introduction. 4th ed. Harlow: Pearson
Demirag, I., 2018 Corporate Social Responsibility, Accountability and Governance: Global
Perspectives. 1st ed. Abingdon; Routledge
Online
Financial Reporting Council, 2018. The UK Corporate Governance Code. [pdf]
London: Financial Reporting Council. Available at:
<https://www.frc.org.uk/getattachment/88bd8c45-50ea-4841-95b0-
d2f4f48069a2/2018-UK-Corporate-Governance-Code-FINAL.pdf> [Accessed 24
July 2019].
Gregory, T., 2019 The Big Trends Transforming Libraries, Museums and Archives in
2019 and Beyond. Axiell, [online] 4 July. Available at:
<https://www.axiell.com/report/the-big-trends-transforming-libraries-museums -
and-archives-in-2019-and-beyond/> [Accessed 14 July 2020].
Blooploop., 2020. Top visitor attraction trends for 2020. [online] 6 February. Available
at: <https://blooloop.com/features/visitor-attraction-trends-2020/ > [Accessed 14
July 2020].
Agyeman K.W., 2019. Top 10 Museum Trends You Should Know. Museum Tech
Trends, [online] 8 January. Available at: https://medium.com/museum-tech-
trends/top-10-museum-trends-in-2019-3c5582ed8253 [Accessed 14 July 2020].
Environmental policy, 2020 [online], Available at:<
https://www.nhm.ac.uk/about-us/governance/environmental-policy.html>