Strategic perspectives

The Strategic Perspectives help you understand where you think you can have most impact. You don’t have to choose between them - rather, it’s a tool you can use in discussions with colleagues and to help shape your change pathway and impact assessment. You might also want to use it to shape your impact narrative or to evaluate your impact approach.

The strategic perspectives canvas has been updated and now has six different impact areas you can discuss to think about your impact.

Download the strategic perspectives canvas! ⬇️

How to use the strategic perspectives

Some projects are explicitly geared to contribute positively to society. Others are designed to lead to an economic effect. Most will have a bit of everything - you might note that organisational innovation also leads to economic effects and that external innovation leads to better environmental impact. Don’t worry about putting yourself in one specific perspective! You might like to think of it like a venn diagram, with overlapping impact areas.

The strategic perspectives

Social impact

Social impact occurs when people (our stakeholders), their communities and wider society experience a positive change in their behaviour, attitude or belief because of the things that we do for them, or when actions are taken to improve the inclusivity and accessibility of a service or activity.

For example, the restoration and preservation of built heritage can lead to increased civic participation and feelings of local pride, and digitisation can create a sense of a connection to heritage in different locations. Read more in the Fondation du Patrimoine impact assessment.

💲 Economic impact

Economic impact occurs when our activities deliver economic benefits to stakeholders or to the organization.

For example, digitisation efforts can lead to new research opportunities which in turn lead to economic impact. Take a look at the Natural History Museum economic impact assessment.

Innovation impact

Innovation impact occurs when our work to provide access to digital cultural heritage enables innovations which lead to a positive change, economic benefits or operational efficiency in our stakeholders.

For example, the actions of EuropeanaTech brought the possibilities of IIIF beyond national institutions in the UK to a much wider group of museums, creating innovation impact for them in the application of the standard. Read the EuropeanaTech and IIIF impact assessment.

⚙️ Operational impact

Operational impact occurs when the process of providing access to digital cultural heritage leads to innovations which in turn lead to an improvement or refinement of internal processes.

For example, taking part in the Europe at Work project led to a new way of working for some organisations involved, and they are likely to use the skills gained and the approach of the heritage collection day in future work. Read more in the Europe at Work impact assessment.

Environmental impact

Environmental impact relates to both the (negative) impact of an activity (which can be expressed, for example, in terms of a carbon footprint) or the (positive) impact of an activity that mitigates against negative climate impact.

For example, an online activity might result in lower carbon emissions. Read the Europeana 2020 impact assessment to see how much lower the digital carbon footprint of the conference was compared to what a full, in-person event might have been.