In my undying efforts to become the world’s best interpretive planner, I’m always looking at why some plans have impact, and others, well, seem to fall a bit flat. Lately it has occurred to me that so much of what we do in this kind of planning is to focus on shiny new products as the answer to meeting organizational goals. A new exhibit, a ticketed program, or a revitalized gift shop—these tangible solutions are often seen as the answer to whatever ails a heritage site. And I get it: new products are exciting and inspiring. But here’s the catch: until we refine the processes that brought us to where we are today, those new products are likely to fail under the weight of outdated or flawed systems.
Let me explain.
The case for process
Recently, I worked on a strategy for a popular historic site. Early on, the client identified a pressing need for more revenue: the site had to do a better job of recovering its costs. Following a product-focussed approach, we brainstormed potential revenue generating products. We looked at the path to purchase, proposed new items for the gift shop, and developed ideas for ticketed programs.
At first glance, it all seemed promising. But as I dug deeper, I noticed that underlying processes were working against the site’s goals. Staff weren’t enforcing existing ticketing policies, and management hadn’t held them accountable. Worse, management had just built a free facility nearby, directly competing with the ticketed one. Even the site layout and parking seemed designed to steer visitors away from purchase opportunities.
I wrote up recommendations to address these issues. What would it look like for the site to embrace a revenue-generating mindset? What processes could be improved to support this shift? But when it came time to finalize the report, the client asked me to remove that section. They were happy to discuss new products but weren’t ready to look at the processes that would make or break those products’ success. And here’s the risk: without accountability, a culture that supports revenue generation, or alignment between management decisions and goals, no amount of new ticketed programs or gift shop items would achieve lasting success.
The blind spot
This resistance isn’t unique. In another project, I facilitated a staff workshop to assess the strengths and weaknesses of an existing program. One message came through loud and clear: a lack of communication from leadership was at the root of many challenges. Staff cited example after example of how this communication gap created or worsened operational issues.
I included this feedback in the workshop report, carefully and diplomatically. Once again, the client asked me to remove it. They wanted to focus on product-based solutions and keep process-related challenges “out of scope”.
This is a common blind spot in planning. When we define the scope of work narrowly—limited to creating new visitor experience products—it’s easy for managers to avoid addressing process issues.
A new approach: solutions, not products
What if we shifted our focus? What if we approached visitor experience planning with the same rigour and methods we use now—research, analysis, consultation—but framed the outcomes differently? Instead of products, what if we recommended solutions?
Many of those solutions would be new products, yes. But others would be processes: new ways of doing things. In the cases I mention above, a more process-focussed plan might recommend regular cross-departmental meetings to address communication gaps, or establishing a dedicated budget line for staff training in revenue generation.
A process-focussed plan doesn’t just identify what we’re going to produce. It examines how we’re going to produce it and how we’ll sustain it. It asks tough but necessary questions about the daily decisions and actions that led to today’s successes or failures.
Why it matters
A holistic, solutions-focussed plan provides a realistic roadmap for achieving goals over the long term. It identifies inefficiencies in work methods, staffing, spending, and more—chronic challenges that often stand between organizations and excellence. By addressing these root causes, we create the conditions for those shiny new products to succeed.
So the next time you embark on a planning process, ask yourself: are we creating products, or are we creating solutions? The difference could define your success.
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