The December 2019 terrorist attack at Naval Air Station Pensacola limited base access and the COVID-19 pandemic created additional challenges highlighting the need for a clear strategic plan roadmap and direction to evolve and increase the National Naval Aviation Museum’s relevancy. NNAM realized it needed to build consensus with its different stakeholders and come to consensus on a purpose and goals.
The Museum sought Throughline’s expertise to break down internal silos and create a cohesive future vision for exhibits, STEM programs and other learning programs as well as design a guiding framework for operations, exhibits, activities and expansions.
Our process included interviewing key stakeholders and designing and facilitating a strategic planning program. Our thoughtful approach broke down internal silos and resulted in the co-creation of a visual roadmap that aligns the institution’s stakeholders on a path forward.
“Throughline’s collaborative strategic planning process has exceeded my expectations in every regard. They have immersed themselves in our work—become equally familiar with our long-term vision—and have guided us in transforming a formerly vague static vision into a detailed, actionable plan that articulates prioritized requirements through a time phased lens. This strategic framework will help us to better articulate 'where we are, and where we’re going' to our Board of Directors, corporate sponsors and private donors. An added benefit of the process has been a notable transformation in the collaborative team culture between my Foundation and our Museum staff.”
- Rear Admiral Kyle Cozad, USN (Ret)
President & CEO, Naval Aviation Museum Foundation
The resulting strategic plan and visual roadmap have set the foundation for integrated goal setting, program creation, communications, and change management. Our approach created consensus around the Museum’s vision for its future and helped articulate an evolved visitor experience—including an immersive flight deck. The collaboration jumpstarted the rollout of the strategic plan throughout the organization, and to external stakeholders and donors. Early on, the Foundation expressed the need for a succinct way to talk about the Museum’s future plans to potential individual and corporate stakeholders. The roadmap is now enabling these conversations, and donors can see exactly where potential contributions fit into the larger picture for the integrated physical and digital Museum. Within a few months of completion, new staff members have been hired and initiatives are underway all working towards the goals laid out in the strategic plan.
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