WORK – Mino

Our Work

M HKA

RUBENSHUIS

KMSKA

VRT

FLANDERS DC

SAAMO

KAZERNE DOSSIN

M HKA

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Building a strategic roadmap for institutional renewal

Service: Institutional transformation

The situation

The redrawing of the Flemish visual arts landscape put M HKA in a moment of institutional crisis.

Its existing position was no longer self-evident. The museum had to ask itself what it was for, what role it wanted to play in society and where it belonged in a changing cultural ecosystem.

This was not a question of updating a strategy. It meant rethinking the institution itself: its relevance, its relationships, its responsibilities and the choices required to build a credible next chapter.

What was at stake

A new institutional future had to be shaped while the organisation itself, its role in the cultural landscape and the expectations around it were shifting at the same time.

Our role

MINO Agency joined M HKA as an independent strategic partner, working across the organisation and the wider cultural ecosystem. We combined staff interviews, a sector-wide survey, strategy labs and conversations with artists, grassroots organisations and other voices often missing from institutional strategy.

We treated these perspectives as equal sources of knowledge — not as consultation on the side. By bringing inside and outside views into the same process, we surfaced tensions, blind spots and deeper strategic questions.

Those insights became the basis for scenarios and choices for M HKA’s next phase.

What we delivered

A strategic roadmap grounded in both organisational reality and the wider ecosystem around M HKA, connecting internal insight, underrepresented perspectives and strategic scenarios into a clear direction for the museum’s future.

RUBENSHUIS

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Service: Institutional transformation

The situation

Rubenshuis was in the middle of a complex transition. A new visitor building had opened, while the historic artist’s house remained closed for renovation, creating a gap between visitor expectations and the experience on offer.

At the same time, the museum was preparing for the next phase: reopening the house, redesigning the visitor journey and storytelling, and clarifying who it wanted to reach.

Behind this was a broader ambition: to diversify audiences and connect Rubens’ life, work and legacy more meaningfully to Antwerp and society today.

What was at stake

Rubenshuis had to solve for the present and the future at the same time. In the short term, it needed to manage visitor expectations and create a meaningful experience without access to the historic house or collection. In the longer term, it had to rethink audience, storytelling, hospitality and interpretation in a way that could make the museum more open, more relevant and more connected to the city.

Our role

MINO worked across these two timelines: the museum people were visiting now, and the museum Rubenshuis was becoming. We connected audience research, visitor experience, hospitality, inclusion and storytelling instead of treating them as separate questions. We also pushed the work outward: looking at how Rubenshuis could relate more meaningfully to the city, to broader audiences and to contemporary social questions. That work informed a shared Theory of Change, impact vision, strategic priorities and practical work with guides, volunteers and front-of-house teams.

What we delivered

An organisational scan, Theory of Change, strategic action plan, hospitality training framework.

KMSKA

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Service: Institutional transformation

Challenge

KMSKA commissioned MINO to develop an organisation-wide policy on diversity, accessibility and inclusion for the museum’s 2022–2025 policy period.

Scope

Conducted interviews across all departments (organisational scan), developed a D&I policy, designed the monitoring framework, and facilitated the implementation through working sessions and coaching with staff and leadership.

Output

An organisation-wide D&I policy and action plan, a monitoring framework, implementation roadmap.

VRT

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Curating the VRT Arts Festival 2025

Challenge

VRT commissioned MINO to curate the programme for the 2025 Arts Festival on AI and digital technologies in the cultural sector.

Scope

We developed the curatorial concept, selected and coached the participating artists, curated the exhibition and public talk, and developed the programme content and editorial framework.

Output

A curated exhibition, public programme, artist selection and editorial content.

FLANDERS DC

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Diversity and inclusion strategy

Challenge

Flanders DC commissioned MINO to develop and embed a diversity and inclusion strategy across the organisation.

Scope

We conducted an organisational assessment, developed a shared D&I vision, integrated the perspective of young cultural creatives throughout the process, and developed a strategic action plan with priorities across programme, audiences, partnerships, communications and people.

Output

A shared D&I vision, strategic action plan, and recommendations for implementation.

SAAMO

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Inclusive leadership and organisational culture

Challenge

Following an organisational restructuring, SAAMO commissioned MINO to strengthen collaboration across teams and embed a shared organisational culture based on safety, trust and responsibility.

Scope

We conducted an organisational assessment, facilitated coaching sessions across all teams, developed a shared framework around safety, trust and responsibility, and designed a methodology for implementation across the organisation. We also delivered organisation-wide learning sessions on inclusive collaboration and communication.

Output

A shared values framework, recommendations for team practices, and an implementation methodology to embed the new organisational culture.

KAZERNE DOSSIN

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Inclusive communication and training for museum guides

Challenge

Kazerne Dossin commissioned MINO to strengthen non-violent communication across teams and museum guides.

Scope

Organisational scan (interviews), developed a shared vision for staff, guides and front-of-house teams, delivered a training programme on inclusive communication, and recommendations for onboarding and training guides.

Output

A shared vision, training programme, and recommendations for onboarding and guide development.