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Provocations on digital transformation & leadership
How can a Museum be ‘Designed for Digital’?
Douglas Hegley, Chief Digital Officer, Mia
May 14, 2020
artsmia.org
These slides will be available:
https://www.slideshare.net/dhegley
Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
Image Source: http://www.turismonuevayork.com/wp-content/uploads/2013/07/Metropolitan-Museum-of-Art.jpg
Pediatric Research & Services + Teaching
Image Source: http://www.slrresearch.org/_images/OldSyms.jpg/ Image Source: https://3c1703fe8d.site.internapcdn.net/newman/gfx/news/hires/2014/parentsliste.jpg
artsmia.org
Psychology? This digital
strategy needs
some serious
analysis
6
Psychology in practice:
People
Truth
Change
Elizabeth Catlett
All the People
1992
Minneapolis Institute of Art
P.98.1.2.4
Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
Digital
Transformation
Image Source: https://i2.wp.com/davidgodot.com/wp-content/uploads/2012/12/elephant.jpg?resize=636%2C310
Maybe if we ignore it,
it will just go away
Umm …
9
10
I promise that this is not my perspective!
What is:
a Chief Digital Officer?
a Chief Information Officer?
a Chief Technology Officer?
● This is my perspective (informed)
● Exaggerated to make certain points
● Your mileage may vary
● IRL
○ These titles often interchangeable
○ Distinctions can be nuanced
○ A Venn diagram with much overlap
○ Depends on the org
Caveats
CIO
CTO
CDO
CIO CTO CDO
Focus Systems
Internal
Business efficiency
Control & Security
Products
External
New technologies
Innovation & Risk
Customers
Both internal & external
Transformation
Business Disruption
CIO CTO CDO
Focus Systems
Internal
Business efficiency
Control & Security
Products
External
New technologies
Innovation & Risk
Customers
Both internal & external
Transformation
Business Disruption
Background Comp Sci
Systems Engineering
Business units
Software Dev
DevOps
Startups
Surprisingly varied
e.g., social sciences
With tech component
CIO CTO CDO
Focus Systems
Internal
Business efficiency
Control & Security
Products
External
New technologies
Innovation & Risk
Customers
Both internal & external
Transformation
Business Disruption
Background Comp Sci
Systems Engineering
Business units
Software Dev
DevOps
Startups
Surprisingly varied
e.g., social sciences
With tech component
Closest peers
within the org
CFO, COO Sales CMO
CIO CTO CDO
Focus Systems
Internal
Business efficiency
Control & Security
Products
External
New technologies
Innovation & Risk
Customers
Both internal & external
Transformation
Business Disruption
Background Comp Sci
Systems Engineering
Business units
Software Dev
DevOps
Startups
Surprisingly varied
e.g., social sciences
With tech component
Closest peers
within the org
CFO, COO Sales CMO
Potential conflicts
within the org
Marketing
or any Shadow IT
CFO
Accounting, Budgeting
COO
CIO CTO CDO
Excited about Cloud
SaaS
Hyperconvergence
IoT
AI
VR, AR
Customer engagement
Big data analytics
Data-driven decisions
CIO CTO CDO
Excited about Cloud
SaaS
Hyperconvergence
IoT
AI
VR, AR
Customer engagement
Big data analytics
Data-driven decisions
Worried about Cybersecurity
Compliance
Audit
Adoption rates
Unrealistic expectations
Resistance to change
Strategy, or lack thereof
CIO CTO CDO
Excited about Cloud
SaaS
Hyperconvergence
IoT
AI
VR, AR
Customer engagement
Big data analytics
Data-driven decisions
Worried about Cybersecurity
Compliance
Audit
Adoption rates
Unrealistic expectations
Resistance to change
Strategy, or lack thereof
Potential
blind spots
Process improvements
(automating bad workflows)
Sustainability
Integration
Cybersecurity
Systems architecture
Data bleed
Cybersecurity
CIO CTO CDO
Excited about Cloud
SaaS
Hyperconvergence
IoT
AI
VR, AR
Customer engagement
Big data analytics
Data-driven decisions
Worried about Cybersecurity
Compliance
Audit
Adoption rates
Unrealistic expectations
Resistance to change
Strategy, or lack thereof
Potential
blind spots
Process improvements
(automating bad workflows)
Sustainability
Integration
Cybersecurity
Systems architecture
Data bleed
Cybersecurity
Criticized for Head of the Dept. of No
Vendor selection
Spending
Breaking the rules
Moving too fast!
Moving too slow!
CIO CTO CDO
Excited about Cloud
SaaS
Hyperconvergence
IoT
AI
VR, AR
Customer engagement
Big data analytics
Data-driven decisions
Worried about Cybersecurity
Compliance
Audit
Adoption rates
Unrealistic expectations
Resistance to change
Strategy, or lack thereof
Potential
blind spots
Process improvements
(automating bad workflows)
Sustainability
Integration
Cybersecurity
Systems architecture
Data bleed
Cybersecurity
Criticized for Dept. of No
Vendor selection
Spending
Breaking the rules
Moving too fast!
Moving too slow!
Super Power Mad Genius Seer (crystal ball) W.O.O.
A Slightly Different Angle:
Marketing and Technology
Marketing
Purpose
Generate demand
Value
Setting aggressive goals
Creativity
Speed, Taking risks
Trying new ideas
Tools
Broadcast
Print
Direct Mail
IT
Purpose
Provide service,
minimize risk
Value
Control & Stability
Security
Accuracy
Planning & cost control
Tools
Servers
Networks
Once upon a time, there were silos
c. 1990s
Image source: https://www.cgstudio.com/3d-model/farm-grain-storage-bin-65957 (edited)
Convergence Underway
c. 2000s
IT adds
Websites
Apps
Marketing adds
Digital spend
Media production
OverlapCore Competencies Core Competencies
Marketing
Awareness
Advertising
Broadcast
Print
Brand templates
Tone & voice
IT
Networking
Servers & storage
Desktops & laptops
Telecom
IT resisted that convergence, which led to Shadow IT
Bring Your Own Device
File sharing (Dropbox)
Blogging on hosted platforms
Social Media (FB, Instagram)
Mobile apps (third party developers)
Collaboration tools (Basecamp)
Video conferencing (Skype, Zoom)
Image source: https://www.popmatters.com/the-timeless-horror-
of-nosferatus-slinking-shadow-climbing-across-a-wall-
2495705240.html
Most IT departments
had written policies
prohibiting ALL of these
“Those people just don’t get it!”
Bring Your Own Device
File sharing (Dropbox)
Blogging on hosted platforms
Social Media (FB, Instagram)
Mobile apps (third party developers)
Collaboration tools (Basecamp)
Video conferencing (Skype, Zoom)
Marketing
Familiar!
Productive!
Fast!
Cheap!
Disposable!
IT
Bandwidth hog!
Not secure!
No data!
Not backed up!
We can’t support it!
My, how things have changed!
Shared Digital
Data Analytics (CRM)
Digital Engagement
Content Management
Digital distribution
Innovation (Agile)
Email automation
Web 2.0+ & Social Media
UX/UI design
Cross-functional teams
Marketing
Brand
Advertising
Engagement
Communications
Press
PR
IT
Connectivity
Cybersecurity
DevOps
Systems
Support
Note: Emphasis is ours. Source: Whitler, K., Boyd, D.E., and Morgan, N. (2017) The Power Partnership, 2017, Harvard Business Review, available https://hbr.org/2017/07/the-trouble-with-cmos#the-power-partnership
Chief Digital Officer at Mia
First C-suite leader representing digital technology
Role = CIO + Executive Producer (more or less)
Inherited 12+ years of “cost center” approach
Deferred mtce, no clear strategy
Seven departments, 4 of which born *after* 2011
1. Information Systems (IT, tech support, systems & networking)
2. Interactive Media (video, audio, multimedia)
3. Visual Resources (photo studio + 3D + multispectral)
4. new - Digital Strategy (projects, methods, implementation)
5. new - Digital Engagement & Access (storytelling, content strategy)
6. new - Software Development (iterative, agile)
7. new - Art Collection Information Management (data)
Delight Customers
Help People
HOW
Objectives
WHAT
Deliverables
WHY
Strategy
Maintain
robust
systems
Manage
Customer
Data
Manage
Museum
Data
Store
Content
Create
Content
Share
Content
Make
Software
Work
Effectively
artsmia.org
artstories.artsmia.org
more.artsmia.org
Hive
Lume
APIs Agile
Scrum
X-Functional Teams
Strategy
Host Leadership
Systems
Telecomm
Tech Support
Help Desk
Enterprise Systems
Business Data
CRM
Salesforce
NPSP
TMS
Cataloguing
Rights & Repro
Digital Asset Mgmnt
Digital
Photography
3D & Photo-
grammetry
Media Production
Digital Video
Audio-Visual
Multimedia
Digital Experience
(TDX)
Administration
Organization
In-gallery digital
Networking
Digital Stewardship
Support
technology
and users
Media and Technology
QA
Clark
Center
Website
WHO
Staff
33
Strategy & Digital Transformation
People
(Who)
Purpose
(Why)
Projects
(What)
Process
(How)
Four Pillars of Strategy
People
(Who)
Purpose
(Why)
Projects
(What)
Process
(How)
Talent
Strategy
Vision
Meaningful
Work
Self-Directed
Teams
Disrupting Leadership
artsmia.org
The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
What kind of mindset do you have?
Worth reading
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
What kind of mindset do you have?
40
Leaders: Fixed Mindset
Are responsible for The company and its systems
Need to Make assignments
Seek Subordinates who OBEY
Each day Monitor performance
Motivate by Promote or terminate
View staff as Needing to be controlled
(except Stars, who are privileged –
at least until they get burned out)
Leaders Through the Lens of Mindset
41
Leaders: Fixed Mindset Growth Mindset
Are responsible for The company and its systems The people
Need to Make assignments Define Purpose
Seek Subordinates who OBEY Teammates who choose to follow
Each day Monitor performance Share & inspire
Motivate by Promote or terminate Enabling & empowering
View staff as Needing to be controlled
(except Stars, who are privileged –
at least until they get burned out)
Trustworthy and powerful
Leaders Through the Lens of Mindset
42
Image source: https://cdn.panache-lingerie.com/uploads/2017/06/iStock_000068883259_Medium.jpg
Host Leadership
Host Leader
Initiates
Invites
Creates space
Defines boundaries
Builds connections
Takes part
Host Leader
Initiates
Invites
Creates space
Defines boundaries
Builds connections
Takes part
Also
• shares power
• puts others first
• mentors & supports
• gives credit
The Art of Boxing by George Bellows, the National Gallery of Art
Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
A Parting Thought: There are no “soft skills”
"... you still hear the term “soft skills” referred to by leaders, managers and HR
professionals. It’s a myth that just won’t die. Actually, there is NO such thing as soft
skills.
The so-called ‘soft skills’ people refer to such as the ability to communicate
effectively, develop alliances, enroll others into a vision, navigate uncertainty ... build
trust – just to name a few – are the absolute hardest thing to do well.
Sure, you can learn math or engineering or medicine or finances and become very
competent at those skills, but if you can’t get others to consider your ideas or follow
your lead, then these ‘hard’ skills won’t take you or the organization very far."
Teri Lupburger (2012) - emphasis mine
Thank you!
@dhegley
"Thank You Dog Tray" mechanical bank, c. 1880, R. R. Thompson, Ltd.. Minneapolis Institute of Art, Gift of Katherine Kierland Herberger, 2003.236.604
These slides will be available:
https://www.slideshare.net/dhegley

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Provocations on digital transformation & leadership

  • 1. Provocations on digital transformation & leadership How can a Museum be ‘Designed for Digital’? Douglas Hegley, Chief Digital Officer, Mia May 14, 2020 artsmia.org These slides will be available: https://www.slideshare.net/dhegley
  • 4. Pediatric Research & Services + Teaching Image Source: http://www.slrresearch.org/_images/OldSyms.jpg/ Image Source: https://3c1703fe8d.site.internapcdn.net/newman/gfx/news/hires/2014/parentsliste.jpg
  • 5. artsmia.org Psychology? This digital strategy needs some serious analysis
  • 6. 6 Psychology in practice: People Truth Change Elizabeth Catlett All the People 1992 Minneapolis Institute of Art P.98.1.2.4
  • 7. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
  • 9. 9
  • 10. 10 I promise that this is not my perspective!
  • 11. What is: a Chief Digital Officer? a Chief Information Officer? a Chief Technology Officer?
  • 12. ● This is my perspective (informed) ● Exaggerated to make certain points ● Your mileage may vary ● IRL ○ These titles often interchangeable ○ Distinctions can be nuanced ○ A Venn diagram with much overlap ○ Depends on the org Caveats CIO CTO CDO
  • 13. CIO CTO CDO Focus Systems Internal Business efficiency Control & Security Products External New technologies Innovation & Risk Customers Both internal & external Transformation Business Disruption
  • 14. CIO CTO CDO Focus Systems Internal Business efficiency Control & Security Products External New technologies Innovation & Risk Customers Both internal & external Transformation Business Disruption Background Comp Sci Systems Engineering Business units Software Dev DevOps Startups Surprisingly varied e.g., social sciences With tech component
  • 15. CIO CTO CDO Focus Systems Internal Business efficiency Control & Security Products External New technologies Innovation & Risk Customers Both internal & external Transformation Business Disruption Background Comp Sci Systems Engineering Business units Software Dev DevOps Startups Surprisingly varied e.g., social sciences With tech component Closest peers within the org CFO, COO Sales CMO
  • 16. CIO CTO CDO Focus Systems Internal Business efficiency Control & Security Products External New technologies Innovation & Risk Customers Both internal & external Transformation Business Disruption Background Comp Sci Systems Engineering Business units Software Dev DevOps Startups Surprisingly varied e.g., social sciences With tech component Closest peers within the org CFO, COO Sales CMO Potential conflicts within the org Marketing or any Shadow IT CFO Accounting, Budgeting COO
  • 17. CIO CTO CDO Excited about Cloud SaaS Hyperconvergence IoT AI VR, AR Customer engagement Big data analytics Data-driven decisions
  • 18. CIO CTO CDO Excited about Cloud SaaS Hyperconvergence IoT AI VR, AR Customer engagement Big data analytics Data-driven decisions Worried about Cybersecurity Compliance Audit Adoption rates Unrealistic expectations Resistance to change Strategy, or lack thereof
  • 19. CIO CTO CDO Excited about Cloud SaaS Hyperconvergence IoT AI VR, AR Customer engagement Big data analytics Data-driven decisions Worried about Cybersecurity Compliance Audit Adoption rates Unrealistic expectations Resistance to change Strategy, or lack thereof Potential blind spots Process improvements (automating bad workflows) Sustainability Integration Cybersecurity Systems architecture Data bleed Cybersecurity
  • 20. CIO CTO CDO Excited about Cloud SaaS Hyperconvergence IoT AI VR, AR Customer engagement Big data analytics Data-driven decisions Worried about Cybersecurity Compliance Audit Adoption rates Unrealistic expectations Resistance to change Strategy, or lack thereof Potential blind spots Process improvements (automating bad workflows) Sustainability Integration Cybersecurity Systems architecture Data bleed Cybersecurity Criticized for Head of the Dept. of No Vendor selection Spending Breaking the rules Moving too fast! Moving too slow!
  • 21. CIO CTO CDO Excited about Cloud SaaS Hyperconvergence IoT AI VR, AR Customer engagement Big data analytics Data-driven decisions Worried about Cybersecurity Compliance Audit Adoption rates Unrealistic expectations Resistance to change Strategy, or lack thereof Potential blind spots Process improvements (automating bad workflows) Sustainability Integration Cybersecurity Systems architecture Data bleed Cybersecurity Criticized for Dept. of No Vendor selection Spending Breaking the rules Moving too fast! Moving too slow! Super Power Mad Genius Seer (crystal ball) W.O.O.
  • 22. A Slightly Different Angle: Marketing and Technology
  • 23. Marketing Purpose Generate demand Value Setting aggressive goals Creativity Speed, Taking risks Trying new ideas Tools Broadcast Print Direct Mail IT Purpose Provide service, minimize risk Value Control & Stability Security Accuracy Planning & cost control Tools Servers Networks Once upon a time, there were silos c. 1990s Image source: https://www.cgstudio.com/3d-model/farm-grain-storage-bin-65957 (edited)
  • 24. Convergence Underway c. 2000s IT adds Websites Apps Marketing adds Digital spend Media production OverlapCore Competencies Core Competencies Marketing Awareness Advertising Broadcast Print Brand templates Tone & voice IT Networking Servers & storage Desktops & laptops Telecom
  • 25. IT resisted that convergence, which led to Shadow IT Bring Your Own Device File sharing (Dropbox) Blogging on hosted platforms Social Media (FB, Instagram) Mobile apps (third party developers) Collaboration tools (Basecamp) Video conferencing (Skype, Zoom) Image source: https://www.popmatters.com/the-timeless-horror- of-nosferatus-slinking-shadow-climbing-across-a-wall- 2495705240.html Most IT departments had written policies prohibiting ALL of these
  • 26. “Those people just don’t get it!” Bring Your Own Device File sharing (Dropbox) Blogging on hosted platforms Social Media (FB, Instagram) Mobile apps (third party developers) Collaboration tools (Basecamp) Video conferencing (Skype, Zoom) Marketing Familiar! Productive! Fast! Cheap! Disposable! IT Bandwidth hog! Not secure! No data! Not backed up! We can’t support it!
  • 27. My, how things have changed! Shared Digital Data Analytics (CRM) Digital Engagement Content Management Digital distribution Innovation (Agile) Email automation Web 2.0+ & Social Media UX/UI design Cross-functional teams Marketing Brand Advertising Engagement Communications Press PR IT Connectivity Cybersecurity DevOps Systems Support
  • 28. Note: Emphasis is ours. Source: Whitler, K., Boyd, D.E., and Morgan, N. (2017) The Power Partnership, 2017, Harvard Business Review, available https://hbr.org/2017/07/the-trouble-with-cmos#the-power-partnership
  • 30. First C-suite leader representing digital technology Role = CIO + Executive Producer (more or less) Inherited 12+ years of “cost center” approach Deferred mtce, no clear strategy
  • 31. Seven departments, 4 of which born *after* 2011 1. Information Systems (IT, tech support, systems & networking) 2. Interactive Media (video, audio, multimedia) 3. Visual Resources (photo studio + 3D + multispectral) 4. new - Digital Strategy (projects, methods, implementation) 5. new - Digital Engagement & Access (storytelling, content strategy) 6. new - Software Development (iterative, agile) 7. new - Art Collection Information Management (data)
  • 32. Delight Customers Help People HOW Objectives WHAT Deliverables WHY Strategy Maintain robust systems Manage Customer Data Manage Museum Data Store Content Create Content Share Content Make Software Work Effectively artsmia.org artstories.artsmia.org more.artsmia.org Hive Lume APIs Agile Scrum X-Functional Teams Strategy Host Leadership Systems Telecomm Tech Support Help Desk Enterprise Systems Business Data CRM Salesforce NPSP TMS Cataloguing Rights & Repro Digital Asset Mgmnt Digital Photography 3D & Photo- grammetry Media Production Digital Video Audio-Visual Multimedia Digital Experience (TDX) Administration Organization In-gallery digital Networking Digital Stewardship Support technology and users Media and Technology QA Clark Center Website WHO Staff
  • 33. 33
  • 34. Strategy & Digital Transformation
  • 38. The Art of Boxing by George Bellows, the National Gallery of Art Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg What kind of mindset do you have? Worth reading
  • 40. 40 Leaders: Fixed Mindset Are responsible for The company and its systems Need to Make assignments Seek Subordinates who OBEY Each day Monitor performance Motivate by Promote or terminate View staff as Needing to be controlled (except Stars, who are privileged – at least until they get burned out) Leaders Through the Lens of Mindset
  • 41. 41 Leaders: Fixed Mindset Growth Mindset Are responsible for The company and its systems The people Need to Make assignments Define Purpose Seek Subordinates who OBEY Teammates who choose to follow Each day Monitor performance Share & inspire Motivate by Promote or terminate Enabling & empowering View staff as Needing to be controlled (except Stars, who are privileged – at least until they get burned out) Trustworthy and powerful Leaders Through the Lens of Mindset
  • 43. Host Leader Initiates Invites Creates space Defines boundaries Builds connections Takes part
  • 44. Host Leader Initiates Invites Creates space Defines boundaries Builds connections Takes part Also • shares power • puts others first • mentors & supports • gives credit
  • 45. The Art of Boxing by George Bellows, the National Gallery of Art Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg A Parting Thought: There are no “soft skills” "... you still hear the term “soft skills” referred to by leaders, managers and HR professionals. It’s a myth that just won’t die. Actually, there is NO such thing as soft skills. The so-called ‘soft skills’ people refer to such as the ability to communicate effectively, develop alliances, enroll others into a vision, navigate uncertainty ... build trust – just to name a few – are the absolute hardest thing to do well. Sure, you can learn math or engineering or medicine or finances and become very competent at those skills, but if you can’t get others to consider your ideas or follow your lead, then these ‘hard’ skills won’t take you or the organization very far." Teri Lupburger (2012) - emphasis mine
  • 46. Thank you! @dhegley "Thank You Dog Tray" mechanical bank, c. 1880, R. R. Thompson, Ltd.. Minneapolis Institute of Art, Gift of Katherine Kierland Herberger, 2003.236.604 These slides will be available: https://www.slideshare.net/dhegley