{"id":100562,"date":"2026-01-29T11:05:02","date_gmt":"2026-01-29T10:05:02","guid":{"rendered":"https:\/\/cultureelpersbureau.nl\/?p=100562"},"modified":"2026-01-29T11:05:08","modified_gmt":"2026-01-29T10:05:08","slug":"digitale-volwassenheid-kan-zich-geen-zesje-meer-veroorloven","status":"publish","type":"post","link":"https:\/\/cultureelpersbureau.nl\/en\/2026\/01\/digitale-volwassenheid-kan-zich-geen-zesje-meer-veroorloven\/","title":{"rendered":"Digital maturity can no longer afford a six"},"content":{"rendered":"

The figures from the recent research<\/a> of DEN regarding the status of digital transformation in the cultural sector can be read in two ways. Optimists will say that the Dutch cultural sector has clearly made strides in its digital development. Pessimists - or perhaps realists - mainly see how far the distance is still from the level at which organisations should operate today.<\/p>\n\n\n\n

\"\"
Illustration from publication DEN<\/figcaption><\/figure>\n\n\n\n

Of the 238 culture professionals surveyed, over 41 per cent place their own organisation in the \u2018executing\u2019 phase: digital initiatives are being realised, systems are functioning and there is movement. Another 38 per cent call themselves \u2018learning\u2019, searching for knowledge and direction. Only a small minority reaches the stage where digitalisation is actually strategically linked to the organisation's direction. And hardly anyone operates integrally digital.<\/p>\n\n\n\n

On paper, this looks like steady progress. In reality, it betrays a sector that has comfortably nestled itself in the middle ground - precisely the place where digital transformations become dangerous.<\/p>\n\n\n\n

Fundament<\/h2>\n\n\n\n

Because digitisation has long since ceased to be a supporting process. It underpins almost every organisational choice: from audience reach to operations, from reputation to continuity.<\/p>\n\n\n\n

Interestingly, it is precisely the \u2018strategy and budget\u2019 section that is lagging behind. Where data and technology still score reasonably well, strategic anchoring is visibly sinking. This pattern is more common than managers tend to admit: organisations invest in systems without first determining what role digitisation plays in their vision of the future.\u00a0<\/p>\n\n\n\n

Technology without vision does not create transformation - only complexity.<\/p>\n\n\n\n

Administrative responsibility<\/h2>\n\n\n\n

\u00a0Moreover, it suggests that digitalisation is still too often seen as an operational issue, something that belongs to IT departments or project teams. But reality has now overtaken that phase. Digital resilience, data governance and AI policies have become managerial responsibilities. Those who do not yet see it that way are lagging behind the risks that are already emerging.<\/p>\n\n\n\n

\u00a0And those risks are not theoretical.<\/p>\n\n\n\n

\u00a0First of all, there is the rise of artificial intelligence. AI is rapidly evolving into an infrastructure technology, similar to electricity or the internet. It influences how collections are accessed, how restorations take place, how programming is created and even how art is made. Organisations that continue to approach AI as an interesting experiment risk becoming dependent on parties that do understand the technology strategically. In doing so, control also shifts imperceptibly.<\/p>\n\n\n\n

Existential factor<\/h2>\n\n\n\n

In addition, cyber risk has become an existential factor. Cultural institutions manage valuable data, copyrights, financial transactions and, increasingly, digital collections. Yet there is still a regular assumption that cybersecurity is primarily a technical issue. This is a misconception. A serious cyber incident affects not only systems, but also trust, revenue and sometimes even the legitimacy of an institution.<\/p>\n\n\n\n

\u00a0Cyber resilience therefore does not belong in the server room, but on the boardroom table.<\/p>\n\n\n\n

\u00a0Added to this is a third development: public trust has taken on a digital dimension. Visitors expect their data to be secure, digital environments to function reliably and organisations to handle technology transparently. Trust, once built mainly in the physical encounter between audience and institution, is now just as much determined by what goes on behind the scenes.<\/p>\n\n\n\n

Consciousness<\/h2>\n\n\n\n

\u00a0In this light, the predicate \u2018learning\u2019 sounds less reassuring than it might seem. Of course learning is essential - but an ongoing learning phase can easily mask the fact that necessary choices are postponed.<\/p>\n\n\n\n

\u00a0What is particularly striking in the study is not a lack of awareness. The willingness to develop seems to be there. The real bottleneck is pace. The sector is moving but not accelerating enough.<\/p>\n\n\n\n

\u00a0This is understandable. Cultural organisations often operate under financial pressure, face labour market shortages and are naturally focused on due diligence. Governance cultures are traditionally more focused on risk management than on risk appetite. But that is exactly where the rub lies. Digital transformation does not follow a linear path. It takes place exponentially. Those who are two steps behind today can barely catch up tomorrow.<\/p>\n\n\n\n

\u00a0So the question is not whether the sector is digitising - it is. The question is whether it is happening fast enough.<\/p>\n\n\n\n

Other leadership<\/h2>\n\n\n\n

\u00a0True digital maturity requires new tools less than different leadership. It starts when digitalisation is no longer treated as a project, but as a core strategic function. When cyber security becomes part of regular board discussions. When supervisory boards see digital expertise as a necessary condition for good supervision, rather than a welcome addition.<\/p>\n\n\n\n

\u00a0Above all, it requires a mental shift: from digitisation as a cost to digitisation as a condition of existence.<\/p>\n\n\n\n

The cultural sector plays a special role in society. It preserves our collective memory, provides space for reflection and helps give meaning to a world that is changing ever faster. This is precisely why it can hardly afford digital vulnerability. When cultural infrastructure weakens, it ultimately affects the public domain as well.<\/p>\n\n\n\n

Dare<\/h2>\n\n\n\n

\u00a0The good news is that the basics are visibly there. Competencies are growing, awareness is increasing and experiments are taking place. But the next step requires more than good intentions. It requires managerial acuity and strategic boldness.<\/p>\n\n\n\n

\u00a0Perhaps that is the most important message that resonates between the lines of the survey: digital transformation is no longer a technological journey. It has become a governance issue.<\/p>\n\n\n\n

\u00a0And governance, history shows, only really becomes apparent when conditions become less comfortable.<\/p>\n\n\n\n

\u00a0The industry would do well to ensure that it is not only learning - but ready.<\/p>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

Digital maturity can no longer afford a six<\/p>\n

De Nederlandse cultuursector zet zichtbare stappen in digitalisering, maar het tempo blijft achter bij de realiteit van een wereld die steeds sterker wordt bepaald door AI, data en cyberrisico\u2019s. Uit recent onderzoek van DEN blijkt dat veel instellingen blijven hangen in de \u2018lerende\u2019 en \u2018uitvoerende\u2019 fase \u2014 comfortabel genoeg om te functioneren, maar onvoldoende om werkelijk toekomstbestendig te zijn.<\/p>\n

Dit artikel onderzoekt waarom digitalisering nog te vaak als operationeel vraagstuk wordt gezien in plaats van als bestuursverantwoordelijkheid, en stelt een ongemakkelijke vraag: kan een sector die het collectieve geheugen bewaart zich digitale kwetsbaarheid nog permitteren? Wie relevant wil blijven, zal moeten versnellen.<\/p>","protected":false},"author":1273,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_eb_attr":"","_themeisle_gutenberg_block_has_review":false,"_jetpack_memberships_contains_paid_content":false,"activitypub_content_warning":"","activitypub_content_visibility":"","activitypub_max_image_attachments":3,"activitypub_interaction_policy_quote":"anyone","activitypub_status":"federated","footnotes":"","jetpack_publicize_message":"Guido van Nispen schrijft: \"Werkelijke digitale volwassenheid vraagt minder om nieuwe tools dan om ander leiderschap. Het begint wanneer digitalisering niet langer wordt behandeld als project, maar als strategische kernfunctie.\"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[15614,11687],"tags":[16402,16510,817,16504,16028],"class_list":["post-100562","post","type-post","status-publish","format-standard","hentry","category-beleid","category-donatie-gevraagd","tag-ai","tag-cyberveiligheid","tag-digitalisering","tag-governance-code","tag-leiderschap"],"views":486,"jetpack_publicize_connections":[],"jetpack_featured_media_url":"","jetpack-related-posts":[{"id":100792,"url":"https:\/\/cultureelpersbureau.nl\/en\/2026\/03\/waar-blijft-de-ai-ambitie-van-de-cultuursector\/","url_meta":{"origin":100562,"position":0},"title":"Where is the cultural sector's AI ambition?","author":"Guido van Nispen","date":"1 March 2026","format":false,"excerpt":"AI is in musea en cultuur inmiddels omgeven door kaders, normen en beleidsdocumenten. Maar waar blijft de ambitie? Dit artikel analyseert drie recente visies en stelt een ongemakkelijke vraag: reguleren we AI vooral uit angst \u2014 of durven we haar ook richting te geven?","rel":"","context":"In "beleid"","block_context":{"text":"beleid","link":"https:\/\/cultureelpersbureau.nl\/en\/genre\/beleid\/"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":87943,"url":"https:\/\/cultureelpersbureau.nl\/en\/2022\/09\/digitale-transformatie-cultuursector-grote-kans-voor-nederland\/","url_meta":{"origin":100562,"position":1},"title":"Digital transformation cultural sector big opportunity for the Netherlands","author":"een van onze leden","date":"6 September 2022","format":false,"excerpt":"Verdere digitalisering van de culturele en creatieve sector biedt kansen voor creatieve vernieuwing en om meer mensen te bereiken en cultureel te inspireren. Ook draagt het bij aan de maatschappelijke relevantie en economische versteviging van de sector. Maar er ligt ook een grote kans voor Nederland om als creatieve hub\u2026","rel":"","context":"In "PERSBERICHTEN"","block_context":{"text":"PERSBERICHTEN","link":"https:\/\/cultureelpersbureau.nl\/en\/genre\/service\/persberichten\/"},"img":{"alt_text":"logo raad voor cultuur","src":"https:\/\/i0.wp.com\/cultureelpersbureau.nl\/wp-content\/uploads\/2015\/10\/raad-voor-cultuur.jpg?resize=350%2C200&ssl=1","width":350,"height":200,"srcset":"https:\/\/i0.wp.com\/cultureelpersbureau.nl\/wp-content\/uploads\/2015\/10\/raad-voor-cultuur.jpg?resize=350%2C200&ssl=1 1x, https:\/\/i0.wp.com\/cultureelpersbureau.nl\/wp-content\/uploads\/2015\/10\/raad-voor-cultuur.jpg?resize=525%2C300&ssl=1 1.5x, https:\/\/i0.wp.com\/cultureelpersbureau.nl\/wp-content\/uploads\/2015\/10\/raad-voor-cultuur.jpg?resize=700%2C400&ssl=1 2x"},"classes":[]},{"id":100180,"url":"https:\/\/cultureelpersbureau.nl\/en\/2025\/12\/cultureel-toezicht-2-0-met-moed-maar-nog-zonder-digitale-bril\/","url_meta":{"origin":100562,"position":2},"title":"Cultural supervision 2.0: with courage, but still without digital glasses","author":"Guido van Nispen","date":"27 December 2025","format":false,"excerpt":"Toezicht in de culturele sector is geen bijzaak meer, maar het toneel waarop vertrouwen wordt gewonnen of verloren. Het NVTC-jaarcongres liet zien dat de urgentie wordt gevoeld, maar ook hoe groot de kloof is tussen inzicht en handelingsvermogen. Niet incidenten, maar structurele kwetsbaarheden bepalen waarom toezicht vaak te laat opschaalt.\u2026","rel":"","context":"In "ACTUEEL"","block_context":{"text":"ACTUEEL","link":"https:\/\/cultureelpersbureau.nl\/en\/genre\/nieuws\/"},"img":{"alt_text":"","src":"","width":0,"height":0},"classes":[]},{"id":100931,"url":"https:\/\/cultureelpersbureau.nl\/en\/2026\/03\/cyber-hacks-101-van-ethische-hackers-tot-criminele-bendes-wat-bestuurders-en-toezichthouders-in-de-cultuursector-moeten-weten-over-moderne-cyberdreigingen\/","url_meta":{"origin":100562,"position":3},"title":"Cyber hacks 101: what directors and regulators in the cultural sector need to know","author":"Guido van Nispen","date":"15 March 2026","format":false,"excerpt":"Guido van Nispen writes: \u201cIn a sector that thrives on public trust, cyber resilience has long since ceased to be back-office hygiene. 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