Museum of London: Report on Governance, Stakeholders, and Operations

This report provides a comprehensive analysis of the Museum of London, covering its history, organizational structure, objectives, and current consumer trends. Task one offers an overview of the museum's history, objectives, and sustainability practices, including its operational and financial aspects as a charitable organization. Task two delves into stakeholder analysis, defining stakeholders and identifying key groups through a diagram. It further explores stakeholder power and interest using Mendelow's Matrix, categorizing stakeholders based on their influence and interest in the museum's projects and initiatives. The report also addresses current issues faced by the museum and concludes with a summary of findings and references.

Assessment

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK ONE......................................................................................................................................1
Overview.....................................................................................................................................1
Objectives and trends..................................................................................................................2
Sustainability...............................................................................................................................2
How the museum of London operate..........................................................................................3
Governance.................................................................................................................................4
TASK TWO.....................................................................................................................................5
Stakeholders................................................................................................................................5
Stakeholder power and interest theory........................................................................................6
Use of Power and interest grid to analyse stakeholders:-...........................................................6
Stakeholder power and interest...................................................................................................7
Current issues..............................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Museum of London documents history of UK's capital and is an award-winning,
charitable institute getting funds from different organisations and individuals. Report will include
overview that will include history and organisational structures of Museum of London. Further
report will include different objectives and trends of the organisation with different Sustainability
practices. Report will also include the way the museum of London operates. Report will also
include different Stakeholders and there respective power and interest. Report will also include
different Current issues that they are facing.
TASK ONE
Overview
History:-
The Museum of London was established in the year 1976 at London wall, UK. The
director was this Museum is Sharon Ament. It is the largest urban history collection in the world
and it documents the history of UK's capital city that is from prehistoric to modern times. It is
having about six million objects(Whitehead and et.al., 2016). In the year 2015, London Museum
announces that they are going with a plan to move from Barbican site to Smithfield market and it
will take about £70 million and will be completed till 2021. The associate architects that adopted
an innovative approach to design this museum were Philip Powell and Hidalgo Moya. Museum
is having artefacts, pictures, models and many other objects that made this a chronological
gallery. The biggest investment for the museum was in the year 2010 where it was redeveloped
with £20 million and was redesigned By Wilkinson Eyre who was a London based architect.
Organisational structures:-
Museum of London is having Governors that are appointed by GLA and city of London
Corporation according to the Museum of London Act 1965 and also with the respective guidance
issued by commissioner for public appointments. These governors are appointed for four years
and they appoint the chairman among themselves. Museum of London is having its major
responsibility to manage the Museum of London and for the same Board of directors sets
different strategies and objectives. There are four board committees that are:- Audit and Risk
management Committee, Finance and General purposes' committee, Trusts and Acquisitions
committee and also Remuneration committee(Nielsen, 2017).
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Objectives and trends
Objectives:-
There are different objectives that Museum of London set in order to govern the Museum
in an effective manner. These Objectives help the Museum to achieve its respected goals with
effectiveness. These Objectives are as following:-
 Preserve, care and add to the collected objectives
 To ensure that the objects that are exhibited to the public and if any person requires it for
research work, allow them to inspect the same.
 To promote and appreciate historic culture and society of London by means of collecting
the related objects. Take necessary actions in order to fulfill objectives of Museum that are written in
legislation.
Current consumer trend:-
There are different consumer trends that the Museum of London is following:- Visitor trends:- The vibrant culture of London is a powerful enticement for the present
customers and is giving competition to other cultural attractions. They are doing things differently:- Museum of London is doing every thing differently
with transition to new Museum and setting trends with respect to technology, education
and also with respect to expectation of the visitors(Scott, 2016). Improving Environment:- Museum of London is also setting trends for the customers by
playing an important part in making awareness with respect to London's environment and
reducing its consumption in order to tackle with air pollution.
 London as cultural capital:- Museum is influencing high profile London's strategies and
they participate in initiatives like Culture Mile and celebrates cultural activities across the
capital as London is the known world city of culture.
Sustainability
Museum of London is engaged in various sustainability programs and also have set one
of its objectives to improve the environment with and supports the wider city of London
corporation and GLA environment strategies with respect to London. Organisation is improving
the infrastructure with the sustainability approach and is monitoring energy consumption in order
to bring sustainability in the Museum. They started a programme in order to replace lighting with
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more energy efficient versions by implementing voltage regulation equipments. Museum of
London also worked to install more energy efficient LED and to have effective building
management system(Woods, 2016). For the same organisation also plans to achieve a BREEAM
excellent accreditation. Museum of London is playing an important part in improvement of
London's Environment as they have came with a new sustainability framework that helps them in
there different projects and initiatives that they are coming with for development of London.
There energy management have helped in providing different key areas for its improvement as
an organisation and these different sustainability practices have positively impacted its ageing
infrastructure. They are working to implement reusing measures and different environment
management systems. These sustainability practices are benefiting the organisation as it is
attracting many employees and investors towards the Museum of London and also results in
huge productivity with reduce costs of the business and reduction of waste. These sustainability
activities are making the stakeholders happy and brings competitive advantage to Museum of
London.
How the museum of London operate
Operation of charity status and its financing:-
The charitable activities that the museum of London involves in are huge and widespread.
The museum itself is a charitable organisation and it involves in art, educations and cultural
aspect by helping the general public and the mankind(Mason, Robinson and Coffield, 2017). The
charity basically operates by providing large buildings of open spaces and facilities to the people
who requires these. They also provide services to the people like giving facility of a guide to the
tourists, or to the readers and visitors of the museum etc. It also operates by giving advisory
services to the people, by providing the information to the people and increase the knowledge of
all those individuals who intend to seek it (Andersen, Duffie and Song, 2019). The major funding
of the Museum comes from the aid that is provided by the government which is majorly though
DMCS that has been agreed to provide for a long number of years. In return, the museum has to
provide their reports to the DMCS.
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Governance
Governing bodies Name
Chairman The Chairperson of Museum of London is
Clive Bannister. He is also CEO of Phoenix
group and
Board of directors The respective boards of directors at Museum
of London are as following:-
 Douglas Gilmore:- He is the executive
director at National gallery company
Ltd.
 Lindsay Herbert:- HE is the digital
transformation expert and also senior
technology leaders at IBM.
 Milyae Park:- He is the seasoned
executive and is having experience in
retail and consumer companies.
 Gail Tolley:- He is strategic director
and also vice chair of ALDCS.
Board Committees There are four board committees with respect
to which governors serve and are as
following:-
 Audit and Risk management committee
 Finance and general purposes
committee
 Trusts and Acquisition committee
 Remuneration committee
Governing boards There are three boards on bases of which
governors serve and are as following:-
 New Museum project board
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 New Museum Campaign board
 Museum of London Academic panel
TASK TWO
Stakeholders
Stakeholders can be defined as those parties that are not dependent on a business but are
interested in the profits or losses that tar earned by the company i.e. there financial performance
(Voinov, A. and et.al., 2016). These parties are somehow invested in the business and are
therefore concerned with the major decisions that are being taken and focus on the performance
of the company. Figure 1:-
Source: Museum stakeholders, 2016
As illustrated in the diagram above the major stakeholders that are concerned with the
Museum of London can be classified in the above diagram and these are schools, trustees,
national government, local government, University, Teachers, Visitors, Media, Donors,
Scientists, Associations and Industry. All the education institutions and scientists are interested
as the museum helps them in gaining useful insight and knowledge which cannot be taken from
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Illustration 1: Stakeholders of London Museum

the books i.e. on a theoretical basis and therefore they ensure that the museum is operating
peacefully. The trustees and donors are another interested category since they want the museum
to keep working and spreading the knowledge amongst the public so that they get knowledge
about the culture and can see specimens of the life form past. The governmental bodies and
association want to preserve their culture and past and in order to do this, they are another
interested parties focused on protecting the museum.
Stakeholder power and interest theory
Use of Power and interest grid to analyse stakeholders:-
Power and interest grid is very useful tool as it categorize different project stakeholders and have
focus on the stakeholders that can make or also break project of the organisation.
Figure:- 2
Purpose of Mendelow’s Matrix:-
It is used to analyse the respective stakeholders and their respective attitudes. It identifies,
analyse and maps the stakeholders on bases of their priorities. Stakeholders feedback can be
taken with respect to priorities given to them in order to make them encourage for getting
involved for welfare of Museum of London.
Treatment of stakeholder on bases of four quadrants:-
According to Mendelow’s Matrix its is been seen that stakeholders differs in terms of
power they hold and their interest in the organisational project as they are not created equal.
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Illustration 2: Mendelow’s Matrix

There are four quadrants in this grid and each of the quadrant is indicating the stakeholders'
management level with respect to different communication styles they adopt. Minimal effort:- Museum of London have to keep an eye on these stakeholders and
always check their level of interest and power change in the organisation. Here excessive
communication is not required, only monitor and control is sufficient as they putting
minimal efforts for the organisational growth. These stakeholders are local community
and different competitors that are engaged with Museum of London and organisation
have to make them satisfy and they keep an eye on these stakeholders. Keep informed:- Museum of London have to inform these people in an effective manner
and have to communicate with them in an effective manner. Their feedback is important
in order to ensure that no major issues arise in the organisation. They help the
organisation in identifying the respective improvements that are in need. Keep satisfied:- There is requirement to keep these stakeholders satisfied by engaging
them and having effective communication with them. These stakeholders are the
respected people coming in Museum from various places all over the world. It is
responsibility of Museum of London, to make these stakeholders satisfied by coming to
their expectation. These stakeholders include different auditors working in Museum of
London(McLaughlin, 2016).
 Key players:- There is requirement to fully engage these stakeholders and Museum of
London is working very hard to make these stakeholders engaged in an effective manner.
There are different decision making bodies in the organisation that are in need to be
engaged and consulted on regular bases as they are higher authority having more power
and engagement for organisational benefits.
All the four quadrants plays an important role in making the organisation run smoothly. It
is responsibility of Museum of London to make all the respective staff members, customers and
investors satisfied by having effective communication with them with respect to different power
and level of interest they have in different activities of Museum of London. Keeping them
satisfied will help in tracking the effectiveness of Museum and this model is very flexible to
analyse the same. The major focus of Museum of London is to have focus on high priority
groups while providing different information to people having high power in this organisation.
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Stakeholder power and interest
Power and interest of stakeholders of Museum Of London:-
There are different Schools, trustees, national government, local government, University,
Teachers, Visitors, Media, Donors, Scientists, Associations and Industry that are stakeholders of
this Museum and having different powers in hand.
These stakeholders are classified from having high to low power in hand and high to low
level of interest. The respective investors and customers are in the category of key players having
high power and high interest. The customers are visitors of the Museum and investors that
funded the organisation are City of London Corporation and also The Great London Authority.
Another quadrant is the stakeholders that are in need to be informed and having high interest
with low power(Elsaid, Salem and Abdul-Kader, 2017). These stakeholders are Employees,
suppliers, local community etc. All these stakeholders are participating effectively in the
organisational activities. Another quadrant is having different stakeholders having low interest
and high power. These stakeholders are different government authorities that are having low
interest but high power in hand. Museum of London have to make efforts to satisfy the
expectation of government as most of the funds are provided by them only. The quadrant having
low power and low interest is different competitors and organisation have to out efforts in
monitoring them.
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Key players:- Visitors, City of London
Corporation, The Great London Authority
Keep informed:- Trustees, Associations and
Industry, Schools.
Keep satisfied:- National government, local
government
Minimal efforts:- Other competitors
Current issues
There are different issues that Museum of London is going with and are as following:- Social and cultural changes:- There are different social and cultural changes that are
coming towards the Museum of London and that is the key challenge that the
organisation is facing. It is very tough for the organisation to manage these cultural
changes and except these changes easily. Museum have to adopt these changes in order to
survive and to meet the audience expectations. With the innovative solution, it is possible
to handle these issues and achieve the mission of the organisation. Audience expectation:- As audience is increasing day by day at Museum of London, there
is diversity of expectation that is coming from there side. It requires in depth information
and creation in order to make the audience satisfied with the help of new experience for
the visitors and having an effective planning process. Cultural hubs:- In order to become the bestest museum, It puts lot of efforts and energy
to make it a unique, social and wonderful experience for the visitors. It is possible by
having diversified cultural acceptance in the organisation and adding quality and richness
of their community as it helps in developing trust of the visitors towards the Museum of
London.
 Brexit Brain drain:- There is new problem that is Brexit and it drains the brain of many
visitors coming from outside the country. These issues may lead dissatisfaction among
the visitors and may not give competitive advantage to the organisation.
CONCLUSION
From the above study it is been concluded that Museum of London is the largest urban
history collection in the world and is having an effective Organisational structure. There are
different objectives that Museum of London set in order to govern the body in an effective
manner. There are different consumer trends Museum of London is engaged and there are also
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different sustainability programs Museum of London adopts for its overall development. The
charitable activities that the museum of London involves in are huge and widespread. There are
different Governing bodies and Stakeholders that are part of this organisation and helping them
ton achieve the respected goals. Museum of London focuses on high priority groups in order to
make them satisfied as they contribute in huge amount for its development. There are different
issues that Museum of London is facing and working to deal with them in an effective manner.
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REFERENCES
Books and Journals
Andersen, L., Duffie, D. and Song, Y., 2019. Funding value adjustments. The Journal of
Finance. 74(1). pp.145-192.
Elsaid, A., Salem, R. and Abdul-Kader, H., 2017. Research Article A Dynamic Stakeholder
Classification and Prioritization Based on Hybrid Rough-fuzzy Method.
Mason, R., Robinson, A. and Coffield, E., 2017. Museum and Gallery Studies: The Basics.
Routledge.
McLaughlin, I.A., 2016. Stakeholder Mapping for Krispy Kreme Doughnuts Inc.
Nielsen, J.K., 2017. Museum communication and storytelling: articulating understandings within
the museum structure. Museum management and curatorship. 32(5). pp.440-455.
Scott, C.A. ed., 2016. Museums and public value: creating sustainable futures. Routledge.
Voinov, A. and et.al., 2016. Modelling with stakeholders–next generation. Environmental
Modelling & Software, 77, pp.196-220.
Whitehead, C. and et.al., 2016. From Migration to Diversity and Beyond: The Museum of
London Approach. In Museums, Migration and Identity in Europe (pp. 80-100).
Routledge.
Woods, J., 2016. Museum Websites and Social Media: Issues of Participation, Sustainability,
Trust and Diversity.
Online
Mendelow’s Matrix. 2019. [Online]. Available. Through <https://www.google.com/search?
q=mendelow
%E2%80%99s+matrix&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjUk4OmssHlAh
VX7nMBHedIAr4Q_AUIEigB&biw=2054&bih=1080#imgrc=DvijgTxpY6_zvM:>
Museum stakeholders. 2016. [Online]. Available. through<
https://www.researchgate.net/figure/Museum-stakeholders-as-mentioned-by-the-
interviewees_fig2_258186595>
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