Digital Transformation in Cultural Heritage
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This document summarizes Douglas Hegley's presentation on digital transformation in cultural heritage institutions. Hegley is the Chief Digital Officer at the Minneapolis Institute of Art. The presentation covers what digital transformation is, why it is important for museums, potential goals of digital transformation, risks to consider, and how to accomplish digital transformation. It discusses balancing digital initiatives with an organization's mission and the need for leadership, organizational structure changes, empowering change agents, investing in business processes and infrastructure, improving digital literacy, and addressing anxiety. The presentation provides models for assessing an organization's readiness and examples of focusing digital efforts on storytelling, engagement, and meeting audiences where they are.
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Digital Transformation in Cultural Heritage
- 1. Digital Transformation in the Cultural Heritage Sector Douglas Hegley, Minneapolis Institute of Art artsmia.org
- 2. Digital Transformation Douglas Hegley, Chief Digital Officer, Minneapolis Institute of Art @dhegley http://www.slideshare.net/dhegley 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 …
- 3. 3 But I promise that this is not my approach!
- 4. artsmia.org Psychology? This leadership strategy needs some serious analysis
- 5. Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
- 6. The Met Image Source: http://www.turismonuevayork.com/wp-content/uploads/2013/07/Metropolitan-Museum-of-Art.jpg
- 7. Pediatric Research and Services Image Source: http://www.slrresearch.org/_images/OldSyms.jpg/ Image Source: https://3c1703fe8d.site.internapcdn.net/newman/gfx/news/hires/2014/parentsliste.jpg
- 8. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
- 9. What is digital transformation? Is it important? Museums and Digital Goals Risks How to Resistance Robert Delaunay , Saint-Séverin, 1909, Minneapolis Institute of Art, The William Hood Dunwoody Fund, 47.7 Overview
- 10. https://www.slideshare.net/dhegley Slides will be posted on
- 12. Fancy Talk “ … the profound and accelerating transformation of business activities, processes, competencies and models to fully leverage the changes and opportunities of digital technologies and their impact across society in a strategic and prioritized way, with present and future shifts in mind” Source: https://www.i-scoop.eu/digital-transformation/ Image Source: http://i.ebayimg.com/images/i/121289030947-0-1/s-l1000.jpg
- 13. Key Elements of Digital Transformation ● Change ○ What we do ○ How we do it ○ What we know & learn ● Opportunities: current ● Anticipating the future Image Source: http://az616578.vo.msecnd.net/files/2016/08/06/636060493998827607-1238324234_keep-calm-and-simplify-8.png
- 14. “There is a common misconception that technology alone can produce magical results” Source of quote: Hammer, M., Hippe, M., Schmitz, C., Sellschop, R., and Somers, K. The Dirty Little Secret About Digitally Transforming Operations, Harvard Business Review, HBR.org, May 31, 2016. Image Source: http://www.cinetecadibologna.it/files/lumiere/novembre2015/magoorsonwelles.jpg The Secret: It’s actually not about technology
- 15. 15
- 16. Is Digital Transformation Important? artsmia.org
- 17. Disruptive Pace of Technology Innovation An absurdly-abridged history of computer technology D
- 18. 18 Internet Users per 100 Habitants Source: http://www.internetworldstats.com
- 19. Impact of Digital Expectation Availability On demand Reliance Connecting Relevance Image Source: https://bntouch.com/wp-content/uploads/2016/11/111814_600x300_YungBiz.png
- 20. Competition is Fierce (and it’s not museum versus museum)
- 21. 21 Myth Digital matters only to technology companies or retailers If we do enough digital projects, we will get there In our sector we can wait and see how digital develops Staff will lead the change, it’s a “grassroots” effort Digital Transformation: Myths and Realities Source: Adapted from CapGemini Consulting (abridged)
- 22. 22 Myth Reality Digital matters only to technology companies or retailers Opportunities exist in all industries (no exceptions) If we do enough digital projects, we will get there A collection of projects does not lead to transformation In our sector we can wait and see how digital develops Digital leaders outperform peers across every sector Staff will lead the change, it’s a grassroots effort Successful digital transformation is led from the top Digital Transformation: Myths and Realities Source: Adapted from CapGemini Consulting (abridged)
- 23. Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg Why Museums?
- 25. Cultural Heritage Responsibility: Preserve Treasures (forever) Deliver wonder Eugène Delacroix, Convulsionists of Tangier (1837-1838), Minneapolis Institute of Art, Bequest of J. Jerome Hill, 73.42.3
- 27. “ … experiences of awe redefine the self …” + Connection + Cooperation + Sharing + Giving From “Why do We Experience Awe?” New York Times, May 22, 2015
- 29. Image Source: http://chritiques.com/wp-content/uploads/2016/12/Christina-Solomon-Chritiques-Museum-Hack-Tours.jpg Audience Engagement
- 30. The Visitor-Centered Museum Visitor-centered innovation goes hand in hand with museum change Keep re-evaluating: Who is our audience? What do they need from us? For a visitor-centered museum, these questions are the starting point of all museum business
- 31. Peter Samis, closing Plenary, MW17, 22 April 2017 “Too often museums use technology to side-step bigger issues they are not prepared to face” Such as: • User experience • Engagement • Meaning-making • Why should people care?
- 33. Image Source: https://thebaysider.files.wordpress.com/2013/12/apps-1.png Do not try to catch up to industry (or envied peers) Instead, deliver on mission by taking advantage of opportunities
- 34. Build a Foundation for a Digitally-Enabled Future Not just shiny toys Image Source: https://vrworld.com/wp- content/uploads/2017/03/Oculus_Rift_Touch_VR_small.jpg Image Source (with edits by me): https://assets.publishing.service.gov.uk/government/uploads/system/uploads/image_data/file/31122/HMRC-Digital- Strategy-Report-01.jpg Easy-to-use, intuitive, delightful interfaces Staff has new skills, better processes, strong culture Strong governance, professional practices Robust, sustainable, modern, flexible, cloud-based
- 35. Be a Storyteller Helen Cordero, Storyteller Figure, 20th century, Minneapolis Institute of Art, Gift of Kenneth and Sally Leafman Appelbaum, 2003.228.64
- 36. Language processing Language comprehension Smells Emotions Emotional reactions Memories Motor cortex Visual Images Your Brain on Facts Your Brain on Stories The Power of Narrative
- 37. Tell Stories with Digital (it’s great for storytelling) Layered content Self-guided Hyperlinked Evolving
- 38. Source: https://www.i-scoop.eu/digital-transformation/ GENERAL PUBLIC THE ENGAGED, CURIOUS NICHE PARTICIPANTS Surface swimming Snorkeling Scuba diving An Overall Interpretive Framework ©2012 Douglas Hegley @dhegley Wading The majority of our audiences do not come to us with deep prior knowledge. In order to engage as many of them as we can, it is our responsibility to deliver content that meets multiple and varied needs.
- 39. Source: https://www.i-scoop.eu/digital-transformation/ CONTEXT Introduction Basic Interpretation What is this? Why does it matter? CONTENT Narratives & stories, connections, tours Bridge from surface to complex What’s behind all of this? What’s the insider story? EXPERTISE Deep, rich, facts Data, scholarly research The foundation must be built upon solid scholarship What are all of the details? How can they be verified? GENERAL PUBLIC THE ENGAGED, CURIOUS NICHE INFORMATION PARTICIPANTS Invite, welcome Inspire, delight Inform, Teach Snorkeling Scuba diving Provide Layers of Information ©2012 Douglas Hegley @dhegley Surface swimming Wading This is not, and never will be, “dumbing things down”. Instead, this is opening as many doors as possible, and meeting our audiences where they are, with respect and enthusiasm.
- 42. > USE IT > TOGETHER > TIME > STORIES > ART
- 43. False Dichotomy Digital is in service of mission Enhances experience Opens doors Edouard Vuillard, The Artist’s Mother Opening a Door, c. 1891-1892, Minneapolis Institute of Art, The Margaret G. Deal Fund in honor of Gertrude C. Deal, Harrison H. Deal and Mary Deal Selcer, 96.41
- 44. Digital Supports the Entire Organization Digital is a horizontal Curatorial Marketing Education Fund-raising etc. Digital Technology
- 45. “ Driving digital engagement does not imply replacing old business assets and capabilities. But, like any significant building addition, doing it well requires modifying the existing structure” Source: Bock, R., Iansiti, M., and Lakhani, K.R., What the Companies on the Right Side of the Digital Business Divide Have in Common, Harvard Business Review. HBR.org, January 31, 2017. (emphasis is mine)
- 47. Risks of Moving Forward Lack of strategic vision or priorities Lack of knowledge about Digital Lack of appropriate investment Reliance on under-empowered staff Image Source: https://images.worldskillsusercontent.org/ws3b/ws11/1/ws3b110190-4ea9-45aa-9b31-8ee0a89d5128_medium
- 48. Risks of Not Moving Forward Irrelevance Obsolescence Audience decrease No strong foundation Pay me now or pay me (more) later Image source: https://s-media-cache-ak0.pinimg.com/736x/f0/32/56/f03256c49ec67b15768d7f714b02b68c.jpg
- 49. How to Accomplish Digital Transformation artsmia.org
- 50. Eight Key Areas of Focus 1. Readiness 2. Leadership 3. Organizational Structure 4. Change Agents 5. Business Process & Investment 6. Digital Literacy 7. Anxiety 8. People Much of the following content is adapted from: Smith, K., Morrison, A., and MacDonald, F., (2013) Leading Digital Transformation: Recommendations for Charity Chief Executives. www.cogapp.com
- 53. Digital Strategy Maturity Model An honest look in the mirror Not a value judgment Guides understanding Where does your org stand? How does that impact your approach to digital? Mirror, c. 1775, Unknown artist, United States, Minneapolis Institute of Art, Gift of James F. and Louise H. Bell in memory of James S. and Sallie M. Bell, 31.18.3
- 54. Digital Customer Experience Excellent Not Adapted from Forrester Research Inc (2014) Digital Operational Excellence HighLow
- 55. User-Focused “Digital Connector” Leading Edge “Digital Master” Behind the Curve “Digital Dinosaur” Technology-Focused “Digital Operator” Digital Customer Experience Excellent Not Adapted from Forrester Research Inc (2014) Digital Operational Excellence HighLow Image Sources: https://geekszine.com/wp-content/uploads/2015/07/medium_5533140316.jpg https://d13yacurqjgara.cloudfront.net/users/662463/screenshots/2087638/seq-22-digital-champion-2_1.gif http://theiowarepublican.com/wp- content/uploads/2015/03/head-buried-in-sand.jpg http://assets.inhabitat.com/wp-content/blogs.dir/1/files/2011/11/data-farm.jpg
- 56. 2. Leadership Image Source: http://www.issues4life.org/images/visionstrategytactics.png
- 57. 57 Digital Productivity High Low Executive Leadership Involvement None - Ignoring Demanding without understanding Learning Prioritizing and Empowering Controlling Micro-managing Hovering
- 58. 3. Organizational Structure A “ … critical success factor for a museum’s digital presence is … a networked org structure in which flexible, multidisciplinary teams work together toward shared objectives” - Tasich, T., Museum Transformation Strategies in the Digital Age, CCCBLAB Image Source: http://www.cmu.edu/joss/content/articles/volume6/TsvetovatCarley/net50_6.jpg
- 59. Traditional Organizational Management Models Persist
- 61. 61 Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
- 63. 63 Small World Networks: The Next Phase of Business Evolution
- 64. MCN 2016064 Small World Network Ecosystem, Simplified Museum Model Marketing Registration Exhibition Planning Digital Experience Team Media Production
- 65. 4. Change Agents Image Source: http://www.catalyst.org/uploads/styles/content-large/public/change-agents.png
- 66. Successful Agents of Change Central to the informal network Bridge between disparate people or groups Close relationships with people who are not yet convinced Source: Battkilana, J., and Casciaro, T., The Network Secrets of Great Changes Agents, Harvard Business Review, July-August 2013. Image Source: https://designthinkingformuseums.files.wordpress.com/2014/12/grand-rapids-banner.jpg?w=878
- 67. 67 Formal Hierarchy • Lukas is the most-senior • Josh is at the bottom
- 68. 68 Formal Hierarchy • Lukas is the most-senior • Josh is at the bottom Informal Network • Many people seek out Josh • Josh is MORE CENTRAL to the network than Lukas • Josh is highly INFLUENTIAL
- 69. 5. Business Process & Investment Operationalize - best practices Effective process Infrastructure investment (not marketing spend) Sustainability - lasting solutions PROFESSIONALIZE Image source: https://s-media-cache-ak0.pinimg.com/originals/ae/a7/3f/aea73f9c53db0762e2ebcaf3a8387c71.jpg
- 70. 6. Digital Literacy for Leadership And leadership literacy for digital - it’s a two-way street Digital: Train your current leadership with helpful digital knowledge Leadership: Train your digitally-savvy staff about strategy, management, and decision-making
- 71. What is Digital Literacy? Image Source: https://cengagediglit.files.wordpress.com/2011/09/digital-literacy-diagram.png
- 72. It’s About Learning Image source: https://cdn2.rossieronline.usc.edu/content/0c95b693b9f74385a42b89b5321ca782/blooms-diagram.jpg
- 73. Digital Literacy Goals Enough to be able to make business-critical decisions Understand broad trends Keep learning!
- 74. 7. Anxiety Confident Leaders are curious learners Insecure Leaders are nervous controllers Image Source: https://cdn.psychologytoday.com/sites/default/files/styles/image-article_inline_full/public/field_blog_entry_teaser_image/top-10-ways-reduce-anxiety_0.jpg?itok=cKEENZB5
- 75. 75 Adapted from: http://georgecouros.ca/blog/wp-content/uploads/2016/03/Screen-Shot-2016-03-04-at-4.38.33-PM.png Insecure Leaders Arrogant Leaders Fear looking foolish “Only my ideas matter!” “Your challenge makes me look stupid” Ignore all challenges – not important Hire people they can control Hire people they like Lead with fear Lead alone Already know everything Already know everything
- 76. 76 Adapted from: http://georgecouros.ca/blog/wp-content/uploads/2016/03/Screen-Shot-2016-03-04-at-4.38.33-PM.png Insecure Leaders Confident Leaders Arrogant Leaders Fear looking foolish Appreciate all ideas “Only my ideas matter!” “Your challenge makes me look stupid” Challenge leads to the best ideas Ignore all challenges – not important Hire people they can control Hire diverse perspectives Hire people they like Lead with fear Inspire and empower staff Lead alone Already know everything ”I don’t know. Let’s figure it out together” Already know everything
- 78. Image Source: https://goinswriter.com/wp-content/uploads/miyagi.jpg @dhegley Hire character, train skill
- 81. 81 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.jpgImage source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg
- 82. 82 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.jpgImage source: http://images.inc.com/uploaded_files/image/1940x900/hurdles-track_1940x900_33807.jpg Mindset Senior Management Commitment Decision-making Conflict
- 83. 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 Fixed vs. Growth Mindset
- 84. 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 Fixed vs. Growth Mindset
- 85. 85 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 Staff is Excited, Management … Not So Much Image source: http://knotop.com/wp-content/uploads/happy-employees.jpg Image source: http://www.channelweb.co.uk/IMG/546/131546/ian-vickerage-cut-out-imago-suit-arms-folded.jpg
- 87. Cool Blue Do a select few Seek funding & partners (We wish we could do them all) Risk: Too many at once (saying yes to everything) Red Flag Do only if necessary Stop! (or proceed with extreme caution) (We wish we could have none) Risk: Bogs down & exhausts resources Green Light Do these fast Make a prioritized list, get moving (We wish there were fewer) Risk: Resources pulled away from Cool Blue Gray Fog Do only if there are resources “Busy work” or dreamy distractions (We wish we had more time) Risk: People fall into it , esp. in times of stress High High (Hard) Low Low (Easy) Importance, Via STRATEGY Difficulty, via practical REALITY Make the Decision
- 88. 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 Conflict
- 89. 89 Hint: If you ignore conflict, it will NOT go away Image source: https://elearningindustry.com/wp-content/uploads/2016/05/6-tips-to-improve-conflict-resolution-skills-through-online-training.jpg
- 90. 90 Hint: If you ignore conflict, it will NOT go away 1.Practice calm – don’t escalate 2.Listen deeply to understand 3.Find common ground 4.Focus on the problem, not the person 5.Don’t accuse – ask in order to investigate, not interrogate 6.Confidence matters (even if you fake it until you make it) 7.State fact with tact 8.Look ahead, not back 9.Recognize stepwise successes