The Future of Theatre: Data-Driven Dashboards, Blockchain Loyalty and Digital Twin Solutions

The Staatstheater Darmstadt (STD) is a four-genre theatre with opera, dance, drama, and concerts and more than 500 staff members. It is a cultural institution, but it is also a production facility with professional project management: Each year, around 40 productions are newly staged.

Just like in a commercial enterprise, there are core processes such as artistic planning and direction, production (stage technology, rehearsals, performances), casting, event management, or marketing with audience and customer service – as well as secondary processes like administration and organisation, finance and controlling, infrastructure and technology, human resources, legal and contractual matters, and of course, house services including cleaning and maintenance.

These were the challenges when the Staatstheater Darmstadt approached EDITH to inquire about how we could assist with digitalisation:

• Challenge in integrating real-time data from Theasoft and Biletix to visualise sales effectively.
  STD uses the application Theasoft for theatre management and the software Biletix for ticketing. The fact that the effective ticket sales cannot be displayed together and in real time with both systems is problematic for several reasons: lack of integration, data inconsistencies, delayed data availability and increased administrative effort.

• Need to establish a customer loyalty system across theatres using blockchain technology.
  STD aims to establish a robust customer loyalty system across multiple theatres using cutting-edge blockchain technology. The goals: cross-theater loyalty recognition, transparency and security, enhanced customer engagement and decentralised control.

• Challenges in scheduling and utilising physical stage for multiple productions.
  A digital twin would allow the theatre to simulate and plan stage usage virtually, optimising scheduling, resource allocation, and set design without physically occupying the stage, ultimately enhancing efficiency and reducing conflicts.

We have initiated three projects to meet the challenges of theatre:

• Development of a Real-Time Sales Data Visualisation System

  Objective
  To successfully develop a MySQL database and an API to feed a Dash-built dashboard for real-time sales data visualisation.

  The project was commissioned to SKAD, a member of the House of Digital Transformation (EDITH co-ordinator). Here we outline the key steps we have undertaken to achieve this objective: Database Design and Implementation, API Development, Database-API Integration, Development of the Dash Dashboard, Deployment and Monitoring.

• Blockchain Pilot for Theatre Ticket Loyalty via NFTs

  Objective
  To successfully develop a smart contract for NFT distribution tied to ticket purchases, with a website for easy access.

  The project was commissioned to SKAD, a member of House of Digital Transformation (EDITH co-ordinator).
  Here we outline the key steps we have undertaken to achieve this objective.

To achieve these objectives, we developed a smart contract-based system for NFT (Non-Fungible Token) distribution, directly tied to ticket purchases. The solution includes: Smart Contracts for NFT Distribution,  NFTs as Proof of Loyalty, Website for Easy Access and Integration with Ticketing Systems.

• Digital Twin for Stage Management and Planning

  Objective
  To successfully develop a digital twin of the stage using Blender and Unreal Engine, to enable virtual planning and rehearsals.

The project was commissioned to SKAD AG, a member of the House of Digital Transformation (EDITH co-ordinator). The modeling was done by IFID GmbH, a design agency and former Institute for Industrial Design at Darmstadt University of Applied Sciences. The key steps were: Stage Mapping and Data Collection, 3D Modelling in Blender, Integration into Unreal Engine, Simulation of Stage Operations, Collaboration and Feedback Loop, Training and Implementation.

The benefits of the three digitalisation projects, we initiated for the State Theatre, were immense:

• Enabled real-time decision-making for ticket sales, significantly enhancing operational efficiency.
  Overall, the integrated, real-time solution has significantly simplified the management of ticket sales, minimised sources of error, and enabled the theater to operate more agilely and efficiently. The benefits: faster decision-making, more efficient resource utilisation, increased transparency, automated reporting, enhanced customer focus, improved financial forecasting.

• Enabled proof of loyalty across theaters, increasing customer retention and enhancing brand loyalty.
  The implementation of this blockchain-based loyalty system yielded significant benefits, enhancing both customer experience and operational efficiency. The benefits: increased customer retention enhanced brand loyalty, proof of loyalty across theatres, operational efficiency, scalability and future-proofing, data-driven insights.

• Optimised scheduling, enhanced safety protocols, and facilitated remote collaboration among production teams.
  The digital twin of the stage revolutionises theater production by enhancing planning accuracy, optimising rehearsal time, reducing costs, and improving team communication, ultimately leading to more efficient and innovative operations.

Lessons learned:

•  Ensure robust data validation to avoid input errors detected by automated email notifications.

• Never depend on test chains for production; ensure robust contingency planning for technical transitions.

• Improved operational efficiency and collaboration across theaters, reducing costs and environmental impact.

Dos / Don'ts:

The introduction of a digital process in a rather conservative organisation, where the culture, classic values and tradition remain a central values, must be approached carefully to acclimate employees who are very interested but not accustomed to artificial intelligence.

After the initial implementation phase, however, the new tools were enthusiastically received as they simplifies daily work and create space for creative and value-added activities.

DOs:

• Leverage Curiosity and Work Relief

• Use curiosity and the promise of work relief as key arguments for the introduction.

• Gradually Overcome Barriers#

• Gently dismantle resistance to the use of artificial intelligence.

• Provide Thorough Explanations

• Take time to explain the system and how it works to each employee familiarised with the process.

• Involve Employees Early

• Engage employees in the process from the start.

• Obtain Management Mandate

• Ensure you have the backing of the top management team for the process implementation.

• Use Human Oversight

• Always involve a person for final approval and oversight.

DON´Ts:

• Avoid Unrealistic Promises

• Do not make promises that the system cannot fulfil.

• Don’t Leave Employees Unsupported

• Avoid leaving employees to handle the software on their own.

• Address Initial Issues Collaboratively

• Do not blame people or the software for initial difficulties; work together with employees to find solutions.

• Don’t Focus Solely on Efficiency and Costs Avoid focusing exclusively on the efficiency and cost benefits of the system.