for more money is not a sustainable solution. Being commercially savvy means addressing issues such as the cost of core business, ethical partnerships, and social purpose. Evolution in institutions such as the 160-year- old Queensland Museum has been ongoing if somewhat slow with periods of rapid change, such as the response to COVID-19. Even following the long periods of closure, many people were unable or unwilling to visit, seeding an emerg- ing crisis – how could we fulfil our role as a place for the people? The answer was to go digital and embrace the concept of a virtual museum. Some would suggest this was a period of copycat inno- vation and it was undoubtedly competitive, per- manently raising the bar for experience delivery – and now we cannot go back. It’s worth noting that museums are not only innovators themselves, but also common cus- todians of past innovations for both educational and entertainment purposes. Where would we be if we could not observe and admire the small or great innovation feats of the past, even if they are now obsolete? The Queensland Museum proudly holds an array of such innovations, from the first university computer in Queensland to the pro- totype for the world’s first pineapple peeler. Of course, with any change comes risk – an issue worth considering given that perhaps a museum’s greatest attribute is its perceived trust- worthiness. This is hard won, stemming from a combination of factors including stability/lon- gevity, evidence-based stories, equity of access (many museums are free), and a commitment to life-long learning. Along with community sup- port, trust positions us to bring forward conten- tious natural and cultural heritage and social issues and views in a way that provides a forum
for discussion. Too much change could threaten that trust. Still, “innovative museum” is not an oxymoron. If we aspire to be contemporary, we must change, adapt, and respond to audience expectations so as to build accessible, relevant, and impactful museums – places that value the past while also representing the technology and changing social views and expectations of the present. Dr Jim Thompson is the Chief Executive Officer of the Queensland Museum. Prior to joining the museum in 2017, Jim worked in government across two states as a researcher, manager and senior executive in the areas of wildlife and pest management and biosecurity. “For a museum, the balance between fulfilling its true purpose and ensuring its future viability can be a challenge to strike.”
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