2016 MWXX Innovative Leadership: The Agile Museum
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Transcript of 2016 MWXX Innovative Leadership: The Agile Museum
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The Agile Museum21st Century Leadership, with a Capital LPaper co-authors: Douglas Hegley, Andrew David, Meaghan Tongen
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Douglas Hegley
Director of Media and Technology
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegley
Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg
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Psychology?This leadership strategy needs some serious
analysis
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Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
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Leadership:Why Change?
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Image source: http://bottlewood.co/wp-content/uploads/2015/06/old-business-men-photo.jpg
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Competition is Fierce (and it’s not us versus us)
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VUCAVolatilityUncertaintyComplexityAmbiguity
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1
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VUCA – Museum ExamplesVolatility – Endowment funds and the recession
Uncertainty – “Treasures of King Tut” suddenly coming to townComplexity – Explaining attendance changes, too many variables Ambiguity – Shifting tactics that are not aligned with strategy
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VUCA primeVision – purpose is greater than a perfect plan
Understanding – listen so that you can respond
Clarity– see through the fog, respond to what matters
Agility – communicate and change quickly Adapted from https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/
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Leadership with a Capital L
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“One does not ‘manage’ people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”- Peter Drucker
Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
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Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
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LeanAgileRadicalOpen
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16Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg
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Lean
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A Lean organization:• No bloat, no waste• Bottom-up & decentralized• Efficient• Unpredictable• Yet, still manageable with a NEW set of leadership practices
Image source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg
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Practices?• Frequent experimentation• Direct customer feedback • Validated learning (build – measure – learn)
Less upfront investmentFewer spectacular failures
Image source: http://andstillipersist.com/wp-content/uploads/2013/09/130916-130916-lab-scientist.jpg
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Agile
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What makes it Agile?
Image source: http://www.movetechsolutions.com/movetech_slns/getmedia/f837ae24-5484-49b6-9abd-d7bd753aa766/agileplandoact.png
FastTests thingsCollaborativeResponsiveIterative
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Image source: http://hqworld.net/gallery/data/media/40/black_and_white_study_of_a_spiral_staircase.jpg
Agile Methodology• Active user involvement• All stakeholders collaborate &
cooperate• The Team is empowered to make
decisions• Requirements are lightweight and visual• Start small, iterate incrementally• Deliver frequently• Complete a feature before moving to
the next• Apply the 80/20 ruleAdapted from: http://www.allaboutagile.com/what-is-agile-10-key-principles/#sthash.5DgaON2g.dpuf
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Radical
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Radical LeadershipKey concepts:Focus ALL work on delighting the customerBe TOTALLY open about impediments to improvement
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Radical Leadership is based on Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust
Image source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png
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What’s so radical about that?No ‘boss’ hoards power jealouslyNo ‘boss’ treats others as things to be manipulated
Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg
NO
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Radical Leadership: The Servant Leader Model
Adapted from: https://en.wikipedia.org/wiki/Servant_leadership
• shares power• puts others first• mentors &
supports• gives credit
Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg
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Open
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29Image source: http://putnam-consulting.com/wp-content/uploads/photodune-12772856-diverse-group-people-working-together-concept-m.jpg
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You can’t handle the
truth!Image source:https://i.ytimg.com/vi/9FnO3igOkOk/maxresdefault.jpg
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Re-cap: Lean approach Agile methods Radical leadership Open organization
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So …
Does that describe your organization?
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Traditional Organizational Management Models Persist
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Look familiar?
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Small World Networks: The Next Phase of Business Evolution
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Self-organizing Teams
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Find & Empower Your Talent
Nick CaveSoundsuit, 2009Minneapolis Institute of Arts
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• Don't wait for a leader to assign work - greater sense of ownership and commitment• Manage their own work as a group• Benefit from mentoring and coaching, but not from command & control• Communicate most with each other - and commitments are to project teams (not
management) • Improve their own skills and suggest innovative ideas & improvements• Normally become high-performing, measure greater job satisfactionAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Principles of self-organizing teams
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Radical Transparency
Rene MagritteThe Promenades of Euclid, 1955Minneapolis Institute of Art 68.3
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Radical TransparencyDefinition: Use of abundant networked information to access previously confidential organizational process or outcome data(adapted from https://en.wikipedia.org/wiki/Radical_transparency)
M.C. ESCHER (Dutch, 1898-1972), Hand with Reflecting Sphere, 1935, lithograph 12 Courtesy of The Walker Collection
“… the idea of everyone knowing everything, could actually be a major driver of increased organizational performance … the biggest reason companies fail is because people lose focus and get off track”.- Ryan Smith and Golnaz Tabibnia Adapted from: https://hbr.org/2012/10/why-radical-transparency-is-good-business/ (emphasis is mine)
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Transparency is NECESSARY for success
“It’s really about transparency. If you have information, you can’t hoard it. I have only seen excellence achieved … when everybody had the same fact set”.- Dottie Mattison, CEO of Gracious Home New York Interviewed by Adam Bryant for NYT Corner Office, April 3, 2016. (emphasis is mine)
Image Source: http://www.nytimes.com/2016/04/03/business/dottie-mattison-talk-less-but-ask-why-more.html
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INNOVATION via empowerment
“When you don't have to ask for permission, innovation thrives.”
Steven Johnson Where Good Ideas Come From
Image source: http://www.everfreshstudio.com/blog/wpcontent/uploads/2012/02/P2205938.jpg
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Image source: http://cdn.shopify.com
/s/files/1/0232/0661/products/HE
A1-2_1024x1024.jpg?v=1418328580
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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
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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
Historical bias
Senior Management Commitment
Decision-making
Conflict
and more …
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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
Historical BiasFeedback on a conference submission on this topic(this is an actual quote )
“Museum leadership does not come from technology”
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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
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Cool BlueDo a select few
Seek funding & partners(We wish we could do them all)
Risk: Too many at once (saying yes to everything)
Red FlagDo only if necessary
Stop! (or proceed with extreme caution)(We wish we could have none)Risk: Bogs down & exhausts resources
Green LightDo these fast
Make a prioritized list, get moving(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray FogDo 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
Decision-Making
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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
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Hint: If you ignore conflict, it will NOT go away1. Practice calm – don’t escalate2. Listen deeply to understand3. Find common ground4. State fact with tact5. Focus on the problem, not the person6. Don’t accuse – ask in order to investigate, not to
interrogate7. Look ahead, not back8. Confidence matters (even if you fake it until you
make it)9. Recognize stepwise successes
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“I feel like I’m working at a 100-year old start up.” - Tim Gihring, Mia Brand Narrator
1915 2015
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Thank youQuestions?
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@dhegley
www.slideshare.net/dhegley
http://mw2016.museumsandtheweb.com/paper/the-agile-museum/