ABSTRACT
While its mission was clear, the Kelvingrove team spent many years developing plans and raising funds for its visitor-centered reinvention. As we’ve seen elsewhere, the team also relied on strong and thoughtful leadership-a necessary component of managing the long road to change. In this case, Mark O’Neill paved the way with his own rich philosophy of social change. In response to the new mission, the museum also created cross-functional teams where, for example, curators report to research and curatorial managers, who have the institution’s relation to its public foremost in mind.
