The COVID-19 pandemic forced the immediate closure of museums and art galleries worldwide, necessitating a rapid shift to digital platforms for continued engagement with audiences. This paper examines the impact of this sudden transition on the digital data practices of museums, focusing on three case studies: Manchester Art Gallery and The National Gallery (UK), and the Smithsonian Institution (US). The research explores how the pandemic altered the way museums provide access to collections, the challenges faced, and the resulting impacts on organizational strategy, audience engagement, and business development. The study employs a mixed-methods approach, combining analysis of institutional missions and strategic documents with qualitative data from ten in-depth interviews conducted with museum professionals between April and October 2020. The overarching aim is to understand the implications of the pandemic for the future of digital strategies in museums and their capacity to deliver public value.

The literature review establishes the context of the research by examining the widespread impact of COVID-19 on the museum sector. It highlights the near-universal closure of museums globally, leading to a rapid shift towards digital engagement. The review discusses the varying levels of preparedness among institutions, with those possessing established digital strategies experiencing a smoother transition. Significant challenges emerged, including the lack of digital skills among staff, inadequate digital infrastructure, and concerns about income streams. Existing inequalities in access to technology were exacerbated, creating a wider digital divide. The review notes that the crisis forced a reassessment of the purpose of digital engagement, moving it from an add-on to a core function. The benefits of digital strategies, such as improved access for research and education, and promotion of wellbeing, are discussed. Finally, the literature points to a likely long-lasting impact, prompting a need for revised strategies, improved digital skills training, and increased investment in digital technologies.

The research employed a mixed-methods approach using case studies of three museums in the UK and US: Manchester Art Gallery (MAG), The National Gallery, and the Smithsonian Institution. These institutions were selected for their contrasting governance models and digital strategies. The methodology involved analyzing the mission statements, policy contexts, and digital presence of these museums. Ten semi-structured interviews were conducted between April and October 2020 with museum professionals holding diverse roles within the institutions. The interviews were transcribed, and thematic analysis using NVivo software was conducted to identify recurring themes. Inductive thematic analysis was used, and the study received ethical approval from the University of Manchester Ethics Committee. The researchers employed purposive sampling to select interviewees with significant strategic and digital expertise. The rigorous data collection and reporting procedures followed the Standards for Reporting Qualitative Research (SRQR).

The study revealed that pre-existing digital strategies and infrastructure significantly influenced institutions' ability to adapt to the pandemic. Museums with a 'digital-first' approach transitioned more smoothly. The pandemic accelerated the adoption of digital technologies, highlighting the importance of digital data practices and leading to a "mind shift" in how these technologies are perceived and utilized. Metrics data became crucial for decision-making, enabling institutions to track engagement, tailor content, and understand audience behavior. However, challenges remained in terms of developing appropriate metrics for digital engagement and measuring outcomes related to inclusion and impact. The shift to digital-only engagement revealed disparities in access to technology and a digital divide, emphasizing the need for inclusive strategies. Traditional audience profiles were also challenged, with new audiences emerging online. Home-schooling, for instance, drove significant website traffic and highlighted the educational role of museums. While the pandemic created challenges, it also yielded unexpected benefits, such as expanded reach to previously inaccessible audiences and opportunities for innovative digital programming. The study also found concerns about the long-term sustainability of digital initiatives and the need for new models of funding and monetization of digital content.

The findings highlight the critical role of strategic foresight and digital preparedness in enabling museums to navigate the crisis. The pandemic acted as a catalyst for change, accelerating the adoption of digital technologies and shifting attitudes towards data-driven decision-making. The increased reliance on metrics data demonstrated the need for developing more sophisticated methods for measuring digital engagement and assessing its impact. The emergence of new, diverse audiences online underscored the importance of addressing the digital divide and creating inclusive digital strategies. The study's findings are relevant to the broader museum sector, providing valuable insights into the challenges and opportunities presented by digital transformation in a rapidly changing world. Future research should focus on developing effective metrics for evaluating the impact of digital initiatives and exploring strategies for sustainable funding and monetization of digital content.

This research demonstrates that COVID-19 has profoundly and permanently altered the operational landscape of museums. While the immediate response was marked by challenges, the pandemic spurred innovation and a re-evaluation of digital strategies. The study emphasizes the importance of digital preparedness, data-driven decision-making, and inclusive practices. The findings suggest that museums that successfully adapt to the new paradigm will be those that embrace digital technologies, invest in digital skills and infrastructure, and develop innovative approaches to audience engagement and funding. Further research is needed to fully understand the long-term impacts of the pandemic and to develop effective strategies for ensuring the future sustainability of museums in the digital age.

The study’s case study approach, focusing on three relatively well-funded institutions in the UK and US, limits the generalizability of the findings to smaller museums or those in different contexts. The time frame of the interviews (April-October 2020) represents an early snapshot of the pandemic's impact, and longer-term effects may differ. The reliance on self-reported data from interviews could introduce potential bias. Future research should expand the scope to include a wider range of museums and geographical locations, and adopt longitudinal studies to capture long-term trends.