Photo by George Koelle
After starting the work internally, the Marketing and Visitor Experience team brought in external consultants( the two co-authors of this article) to co-design and build the new visitor-centered training program, allowing internal stakeholders to shape the content while leveraging the consultants’ facilitation skills to build out the program and train frontline teams. Together, over a six-month period, we led a collaborative design process focused on shaping a world-class visitor experience. This process reflected the institution’ s brand and values while empowering staff to serve visitors with confidence and care.
Developing Our Framework
To develop a framework and approach to reimaging the visitor experience, we conceptualized the work into three overlapping phases: discovery, co-design, and application.
Discovery: Listening and Learning We began by conducting internal stakeholder interviews, analyzing past visitor feedback, and reviewing lessons learned from Frick Madison, the museum and library’ s temporary home( 2021 – 2024) during renovations.
Co-Design: Creating the Framework Together We facilitated a workshop with cross-departmental stakeholders to: 1) clarify how the brand, tone, voice, and institutional personality inform the visitor experience; and 2) co-create our new visitor experience framework. We adapted the following components of the hospitality company’ s quality service training framework into our work:
■ A common purpose statement. We developed a concise expression of what the Frick offers from the visitor’ s point of view. This common goal unites the museum staff. The Frick’ s common purpose is,“ We inspire wonder and connection by creating welcoming spaces that encourage exploration.”
■ Five service values and behaviors. Th e s e principles inform and guide every interaction that staff have with visitors, ensuring a
Visitors in the Frick’ s Fragonard Room.
consistent and exceptional experience. The Frick’ s service values are: belonging, respect, inform, connection, and helpfulness. The values were then paired with concrete, observable service behaviors that guide staff actions. The Frick’ s service behaviors are specific“ I” statements, such as,“ I actively listen and respond to all visitor needs” and“ I approach each encounter as a fresh experience.”
We knew the language for both had to feel authentic. Instead of jargon or hospitality clichés, we worked with staff to craft clear language that resonated with the museum’ s brand, personality, and mission. We were building a shared vocabulary that staff could see themselves in and then use in daily practice.
We followed this work with a visitor journey mapping exercise with a wider group of cross-departmental stakeholders. Journey mapping is a tool that helps organizations step into the shoes of their users and identify both positive moments and areas of friction. In this case, we chose four different audience archetypes:“ core Frick fans,”“ art enthusiasts,”“ tourists,” and“ emerging and next gen.” Staff identified pain points, high-impact moments, and service gaps by imagining the visit from these visitors’ perspectives. Staff also worked together to visualize the entire visitor experience— from pre-visit to arrival to post-visit.
This exercise surfaced more than logistical and operational issues. It sparked meaningful dialogue. By exploring the experience together, staff built a shared and holistic understanding of their collective role in shaping how visitors feel, navigate, and make memories in the museum.
MUSEUM / November−December 2025 / aam-us. org 25 MATAHEF. COM 41