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Museum of Kraków's strategy

The Museum is carrying on implementing the Strategy adopted for 2017-2021. 
The document defines the Museum’s vision and mission as well as its values and principles:

Visions of the Kraków Museum

In 2030, we are the Museum of Kraków that is competent, embraces and respects all aspects of the city's heritage and welcomes challenges of the world of today.
With its multi-departmental structure, the museum is an institution that is well managed and organized in a modern way. We actively contribute to shaping the community if the metropolitan area. We set new trends and are the leader among polish museums, a significant museum across Europe and a recognizable museum globally - the place of meetings and dialogue wit the history and contemporary time. 

Mission statement of the Museum of Kraków
We describe, document and tell the story of Kraków. We listen do the city...

Values, principles, distinguishing features

The major values that we follow in our activity/pursuit of our vision are:
• Credibility;
• Professionalism;
• Quality;
• Openness;
• Creativity; and
• Responsibility.
We deliver the values through our principles. The major ones are:
• Working with social, scientific and economic environments;
• Initiating and moderating the discussion about Kraków;
• Improving the operating efficiency and effectiveness of the Museum of Kraków;
• Mediating between the interpreted past and future being created.
The features that make us stand apart from other museums and cultural institutions are:
• Openness to changes;
• Consistency of our actions;
• Modern character;
• Creativity; and
• Completeness of our offering;
• Versatility of our staff, efficient management.
The strategy has been developed in the form of a balanced scorecard. The balanced scorecard is a concept that brings together the historical view of the costs of organization’s operations and the strategic dimension of building its competence, which should correspond to future challenges of the organization’s environment. The bnalanced scorecard is a mix of all of the organization’s strategic goals and related sets of metrics within four perspectives essential to its stable and sustainable growth. The adopted goals and their metrics stem from the adopted vision (the overall strategic goal) and the mission statement (a specific operating philosophy that is conducive to delivering our vision). The balanced scorecard helps us organize our activities not only within the financial dimension, but also in terms of the outcomes essential to the organization’s stakeholders and its capitals. It determines the manner that we deliver the strategic vision within four dimensions:
• Owner;
• Customer;
• Internal processes;
• Knowledge and growth.
Strategic goals defined within the four listed perspectives are logically interconnected, which stems from the belief that it is necessary to cater for the customers’ needs and expectations (the users of our services). Now, from customers’ and owners’ perspectives, the goals cannot be pursued effectively without improving our operating effectiveness, defined from the perspective of internal processes. The condition for delivering all of the above goals is the proper development of our staff and systems supporting the management of the organization (goals within the knowledge and growth perspective). 
For public organizations, the four listed perspectives are interpreted as follows:
• Owner’s perspective – organizer, in the case of the Kraków Museum, collectively: Kraków City Council, Mayor of the City of Kraków, Kraków City Hall, especially the Department for Culture and National Heritage;
• Customer’s perspective – visitors and guests, especially: the inhabitants of Kraków and the Kraków metropolitan area, the inhabitants of the Małopolska Region, domestic and foreign tourists; and public institutions, social organizations and the business realm etc.;
• Internal processes perspective – management, internal rules of the Museum of Kraków, organizational structure, processes, procedures, social culture, including the organizational culture etc.,
• Knowledge and growth perspective – staff members of the organization, regardless of their position within the organizational structure, potential staff members, 
former staff members, the management of intellectual capital, knowledge and other information resources of the organization.