Digital Leadership and Organizational Transformation in Museums"TITLE"Transforming Museums with Digital Leadership" TITLE"Leading Organizational Change through Digital Transformation
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Digital leadership and organizational transformation was the topic of discussion. The document outlined: 1) Three speakers who were digital leaders from different art institutions - Amy Heibel from LACMA, Nik Honeysett from Balboa Park Online Collaborative, and Douglas Hegley from Minneapolis Institute of Arts. 2) How technology is disruptive and can drive organizational change. Speakers discussed their experiences leading transformations at their institutions in response to digital disruptions. 3) The document called for participants to interrupt, debate, and create general mayhem during the discussion to have an engaging conversation around challenges of digital leadership and transformation.
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Digital Leadership and Organizational Transformation in Museums"TITLE"Transforming Museums with Digital Leadership" TITLE"Leading Organizational Change through Digital Transformation
- 1. Digital Leadership and Organizational Transformation
- 2. Digital Leadership and Organizational Transformation Carpe Variatio Technicae Computatrum (sic)
- 3. Who are we?
- 4. Douglas Hegley Director of Media and Technology Minneapolis Institute of Arts Amy Heibel VP, Technology, Web and Digital Media Los Angeles County Museum of Art (LACMA) Nik Honeysett Director and CEO Balboa Park Online Collaborative D
- 6. Technology is Disruptive An absurdly-abridged history of computer technology D
- 7. Technology Impact: Driving Organizational Change Source: http://likelinkshare.org/ D
- 8. Yeah, we’ve been through it … And lived to tell the tale! With apologies to Monty Python D
- 9. Digital Leadership and Organizational Transformation • Strategy • Goals • Staff • Audience Engagement • Costs • and more D
- 10. Your Tasks: Interrupt, Debate, General Mayhem D
- 11. Why?
- 12. Because … art and electric guitar directly into my brain! D
- 13. Who? ( in a bit more detail )
- 14. Amy Heibel LACMA
- 15. A
- 16. A
- 18. N
- 19. Nik Chief Execu ve Officer AimeeDirector: Marke ng & Outreach Services Drew Producer: Video/ Social Media JasonDirector: Technology Services David Snr Network Engineer Andre IT Support Technician Sterling IT Support Technician Lawrence IT Support Technician ChadDirector: Strategic Projects BrinkerManager: Strategic Projects WesConsultant: Strategic Projects MarcoConsultant: Strategic Projects DaniConsultant: Grants MistyDirector: Finance & Opera ons Advances BPOC through financial, opera onal and strategic support and leadership. Ins tu onal Support Advances BPOC, the missions of our clients and the cultural visitor experience, through the d e v e l o p m e n t , implementa on and delivery of video and audience engagement services. Marke ng & Outreach Services Strategic Projects Advances the missions of our clients and the c u l t u r a l v i s i t o r experience through the appropriate use and deployment of technology. Technology Services Advances the missions of our clients and the cultural visitor experience through t h e d e v e l o p m e n t , i m pl e m en t a o n a n d delivery of audience engagement products, services and strategies. BPOC Organiza onal Chart BPOC Organiza onal Chart N
- 20. Thank you Lori Fogarty for allowing us to talk about the Oakland Museum of California – and apologies for our distortions!
- 22. Psychology? This digital strategy needs some serious analysis. D
- 23. D
- 24. 1 2 3 4 5 6 7 8 D
- 25. Douglas Hegley Director of Technology John Bedard Dir of Info Projs & Svces Steve Scidmore Manager Information Systems <OPEN> Network Administrator Mike Dust Sr. Producer/ Project Leader Treden Wagoner Technology and Training Specialist Mike Stange Telecom and Hardware Technician David Miller IS Support Technician I Jennifer Jurgens Graphic Designer-Web/ Interactive Media Andrew David Webmaster/ Lead Developer Ryan Lee Interactive Media Specialist T. Sopinski- Perlman PT Admin Media and Technology August 2011 Managers Staff Notes: Org chart upon DH arrival 11 FT, 1 PT D
- 26. Douglas Hegley Director of Media & Technology Steve Scidmore Information Systems Manager Mike Tibbetts Systems Engineer Mike Dust Head of Interactive Media & Sr. Producer Frances Lloyd- Baynes Content Database Specialist Ryan Jensen Systems Support Technician Rose Nelson Desktop Support Technician I Andrew David Head of Software Development Meaghan Tongen OfficeAdmin/ Project Coordinator Media and Technology March 2015 Managers Technical Leads Staff Jeff Kearns Part-timeAV Support Technician Brian Tighe Part-timeAV Support Technician Misty Havens Web Developer I Kjell Olsen Web Developer I Notes: Staff position count = 19 FT, 6 PT (3 grant- funded), 0 interns (2 likely after May 2015). Paige Patet Part-time Project Assistant <Open> Intern Mike Mouw Proj. Mgr. TDX (PT/Temp) Ryan Lee Media Production Lead Xiaolu Wang Media Production Assistant Jennifer Jurgens Graphic Designer- Web/ Interactive Media Dan Dennehy Head of Visual Resources Charles Walbridge Associate Photographer Ana Taylor Assistant Photographer Josh Lynn Digital Production Assistant Heidi Raatz Visual Resources Librarian Wyatt Lasky P/t Production Assistant <Open> Intern Dave Danielson Part-time ECM Project Developer D
- 29. Director Collection Operations Marketing/PR Education Technology The Organization N
- 30. Director Collection Operations Marketing/PR Education Technology Digital Innovation Creativity It’s Their Job N
- 31. Director Collection Operations Marketing/PR Education Technology Digital Innovation Creativity Transformation: It’s Our Job Digital Innovation Creativity Digital Innovation Creativity Digital Innovation Creativity Digital Innovation Creativity N
- 32. Director Collection Operations Marketing/PR Education Technology Digital Innovation Creativity Radical Transformation Digital Innovation Creativity Digital Innovation Creativity Digital Innovation Creativity Digital Innovation Creativity Digital Innovation Creativity N
- 33. D
- 34. How Do You Make “Digital” Everyone’s Job?
- 35. Wait … what? We have a policy against that. D
- 36. Siri, what about digital? Was that in the job description, Dave? A
- 38. How Can we Build Digital literacy?
- 39. If Only We Could Agree Digital literacy isn’t about knowing computers inside and out; it’s about using technology to change the way you think. (Sara Briggs, informED) A
- 41. A
- 42. D
- 43. 43 D
- 48. Douglas thinks you can future-proof your approach to digital technology. Tell ‘im he’s dreamin’! With sincere apologies to “The Castle” (1997) Miramax Films D
- 49. D
- 50. N
- 52. The Digital Transformation Wave You Choice Or you
- 53. Amy Heibel @aheibel Questions? Nik Honeysett @nhoneysett Douglas Hegley @dhegley This presentation available at: http://www.slideshare.net/dhegley
- 54. This page intentionally left blank
- 57. Online Courses
- 59. Image to come…(library before pic)
- 61. Digital vs. traditional publishing pros • Faster time to publish new findings • No unit cost • Rich media • Showing rather than telling (conservation demonstrations) • Interactivity/dialogue • Highly scalable cons • Digital publishing workflows out of synch with conventions of scholarship • Perception of unlimited capacity – grey area around content length/balance • Scholarly publishing is an awkward fit for interactive dialogue • Technology changes (operating systems, media formats, etc)
- 62. nimble mobile Art-centric Hospitable
- 63. Non-technical staff UI Design Mockups/Wireframes Requirements documentation Workflow Definition Content mgt systems DAM best practices Final Cut, Photoshop, html Social media Google Analytics Project/vendor mgt Technical staff Museum data structures Art taxonomies Basic museum vocab Design/content standards Visitor demographics Object-based learning Museum business models Project management Social media networks Design & photography Evaluation techniques
- 67. Technology: Tools to Accomplish Goals
- 71. GOALS: 1. Increase Membership by 100% in first full year
- 72. GOALS: 1. Increase Membership by 100% in first full year 2. Collect data … lots of data From this To this
- 73. GOALS: 1. Increase Membership by 100% in first full year 2. Collect data … lots of data 3. Use that data: drive decisions
- 74. GOALS: 1. Increase Membership by 100% in first full year 2. Collect data … lots of data 3. Use that data: drive decisions 4. Individualized, personalized, recognized experiences Source: http://www.ecommercebytes.com/cab/abn/y13/m07/i02/s04
- 75. CRM implementation: Spring 2015 Spring 2015 Integration: CRM, ticketing, loyalty Summer 2015 Mobile Fall 2015 Public Launch November 2015
- 77. “ … we do not ‘surf’ and the internet to us is not a ‘place’ or ‘virtual space’. The Internet to us is not something external to reality but a part of it: an invisible yet constantly present layer intertwined with the physical environment. We do not use the Internet, we live on the Internet and along it.” Piotr Czerski “We, the Web Kids” English translation by Marta Szreder (Emphasis is ours) It’s a Brave New World Out There
- 79. - ISH Unrealistic expectations of digital technology to perform miracles – leads to: inability to harness potential benefits (wishful thinking) Benefits of digitcccccccccal technology have been demonstrated Benefits of digital technology have been demonstrated Forward-thinking organizations realize the difficulties and the complexities – use that understanding to develop practical approaches to implementation. The Hype Ccycle
- 80. What are they DOING? “… they are more likely to be looking up information related to the destination where they are … or to post on Facebook about their visit … “ “The majority of guests are enhancing their experience at your destination by creating a dialogue around it with other people who aren’t there – yet.” So, maybe it’s not inherently “bad”? The Mobile Phone Stare Source: Digitizing Destinations 3.0, PGAV Destinations
Hinweis der Redaktion
- Every industry, every segment
- Please make sure to get what you need out of this session. We’ve got some hot topics to cover, but we KNOW you’ve got some thoughts here. Please jump up and participate!
- Let’s talk more about Who, in a broader sense.
- This just might be the best museum thing. Ever. Ultimately, let’s talk honestly (and maybe brutally) about the impact of digital on our sector.
- Let’s talk more about Who, in a broader sense.
- How did you get your job? Where is technology in the org chart? Why? Is it working well? Has the org chart changed? If so, how recently?
- How did you get your job? Where is technology in the org chart? Why? Is it working well? Has the org chart changed? If so, how recently?
- How did you get your job? Where is technology in the org chart? Why? Is it working well? Has the org chart changed? If so, how recently?
- I’ve been in the cultural sector since 1997, but before I ventured into museums and technology, my formal background was in clinical psychology. What’s that got to do with the topic at hand? Plenty, I will argue, because at the heart of it all is PEOPLE (and not, gasp, technology).
- What’s next in terms of organizational impact? Why?
- Where does/should digital reside?
- Seeding tech and innovation and creativity and entrepreneur in EVERY department
- DH: This may sound facetious, but I really do think that part of the future - in my case - is to imagine the elimination of the position I currently inhabit. As digital becomes more and more “what we all do”, the need for a CIO is likely to shrink – or perhaps evolve into some other manifestation of leadership.
- I know, I know. The classic, stereotypical IT operation is the “Department of No”.
- Amy Heibel: We need to work closely with HR on professional development, performance evaluation, incentive programs, etc. to incorporate digital in a meaningful and practical way.
- DH: Agreed. Hiring is also fundamentally important. Attitude and character are traits; skills can be learned. This is forgotten so often that it’s absurd.
- Amy -
- Technology is changing every aspect of communication and engagement. This is not about digital technology in museums. It’s about the fluid, ambiguous space that museums are so well-placed to provide, where we can use these very powerful computers that our visitors carry in the palm of their hands, that work like little external brains that give them exponential memory, recall, information processing power, and communication capabilities. . Rather than worry about the “right” and “wrong” way to use technology, I’m interested in proposing a role for the museum, as a public space where technology applications are allowed to be ad hoc, surprising, and artistic.
- Museum selfies – controversial? Dangerous to the objects?
- Douglas: “There’s an app for that” Really? I couldn’t tell. When does the fad collapse? Does it? How can we embrace the new without exhausting ourselves and our resources? When does it all become too much? How do you recognize the difference between a fad and a revolution, and what difference does it make?
- DH: Oculus Rift impresses Grandma! We need to be careful about chasing the next shiny object every time we see it. Squirrel!
- So let’s turn our eyes briefly to “the future” …
- Some of this is old hat: separate content from delivery (content should not be in the code), practice digital asset management (with cataloguing based on standards), don’t mess with the data, be suspicious of fads (Remember: “QR codes will revolutionize museums!”)
- Surfers ride the waves! Be aware, eyes up, don’t fight it when you can instead enjoy it. Or, of course, you’ve got another option …
- Digital media technology has changed every aspect of what we do….We used to publish books about our collection at great expense, and now we do online publishing using a software tool developed in collaboration with other museums
- We used to do our teaching about the collection only in the galleries, but now we create courses online that go into great depth about areas of our collection, using audio, video, essays, and online office hours with our curators and educators
- We used to build physical exhibits – now at our museum we sometimes use augmented reality as we have here, to present immersive experiences of historic settings – in this case, we recreated a 1929 film and photo exhibition in a show about Hans Richter.
- Even our library has changed, from this…
- …to this, a laboratory like environment where we have books and periodicals, but also 3D printers and demonstrations for our curators and conservators of emerging research technology.
- Taking publishing as an example, the transition can be awkward – there’s a lot to figure out.
- It helps to have a set of values that you use to evaluate opportunities. This is our statement of values around technology adoption. Our goal is to lighten the technology load at the museum, to shift to nimble applications that give the visitor and the staff easy access to information, wherever they need it. We want to stay focused on art, making our technology solutions a platform for art and artists, which means largely making it invisible. And whether we’re talking about the intranet homepage that greets our staff every day when they arrive at work or the digital signage we’re rolling out across campus this month, we want technology to create an environment that is welcoming, never alienating.
- This is my own personal list of cross-training requirements for staff working on technology projects for the museum. SURVEY: what is the greatest need for cross-training in your museum? Museum technologists are made through practice, and cross-training won’t happen by accident
- At the MIA, we’ve embraced Lean/Agile methodologies: iterations, self-organized teams, feedback loops, launch (then repeat?).
- (Digital) technology is not an end in itself, it’s a set of tools for accomplishing goals. But it does drive innovation, and the pace is fast
- Why do we need to talk about Digital Leadership and Organizational Transformation?
- As an industry, we are on the cusp of really understanding and utilizing digital technology (or “the latest digital technology”) and processes for our benefit. Stay tuned. And share your approaches.