2016 The Agile Museum: Innovative Leadership for the 21st Century

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Douglas Hegley Minneapolis Institute of Art The Agile Museum: Innovative Leadership for the 21st Century

Transcript of 2016 The Agile Museum: Innovative Leadership for the 21st Century

Page 1: 2016 The Agile Museum: Innovative Leadership for the 21st Century

Douglas HegleyMinneapolis Institute of Art

The Agile Museum: Innovative Leadership for the 21st Century

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The Agile Museum @dhegley

Douglas HegleyDirector of Media & Technology

Minneapolis Institute of Art

@dhegley

http://www.slideshare.net/dhegley

Image Source: Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg

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This leadership approach needs some

serious analysis

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Museum Leadership: Why Change?

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Competition is Fierce (and it’s not us versus us)

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Placeholder Title

Text

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VUCA: Volatility, Uncertainty, Complexity, Ambiguity

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Museum Examples

V - recession pushes endowment funds down, some are even “underwater”

U - commercial exhibition coming to town, competes with your biggest show

C – attendance has changed, which variable(s) are causing this?

A – shifting tactics over time, not a clear alignment with strategy

Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1

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VUCA prime

Vision – purpose is greater than a perfect plan

Understanding – listen so that you can respond

Clarity– see through the confusion, respond to what matters

Agility – take risks, communicate and change quickly

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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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Placeholder Title

Text

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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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Workshop

What is the Leadership approach in your organization?

How do you – or your leaders – typically address each line item?

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LeanAgileRadicalOpen

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Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg

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Lean

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Image source: http://www.engineering.com/portals/0/BlogFiles/bigstock-Bottom-Up-5819008.jpg

A Lean organization:• No bloat, no waste• Bottom-up & decentralized• Efficient• Also Unpredictable• Yet, still manageable with a NEW set of leadership practices

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New Practices?• Frequent experimentation• Direct customer feedback • Validated learning (build – measure – learn)

Less upfront investment and

Fewer 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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FastTest

CollaborativeResponsive

Iterative

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Decisions Come From the Team(not the “HiPPO”)

Image Source: https://d1p4rrywo0xu41.cloudfront.net/blog/images/hippo.png

Highest Paid Person’s Opinion

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Radical

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That Sounds

Radical Leadership1. Focus ALL work on delighting the customer2. Be TOTALLY open about impediments to improvement

Image adapted from: http://www.doctorramey.com/wp-content/uploads/2015/07/its-easy.gif

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Image source: http://blog.marketo.com/wp-content/uploads/2013/10/trust-fall.png

Radical Leadership is very hard work Clear & frequent communication Authenticity Open-ended discussions with deep listening Trust

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What’s so radical?No ‘boss’ hoards power or expertiseNo ‘boss’ treats others as things to be manipulated

Image source: http://www.themalaysiantimes.com.my/wp-content/uploads/2012/10/Manipulative.jpg

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Image source: http://www.fratrem.com/wp-content/uploads/2014/01/merlin-robertgreenleaf.jpg

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Adapted from: https://en.wikipedia.org/wiki/Servant_leadership

• shares power• puts others first• mentors & supports• gives credit

Servant Leader

Image Source: https://agilereflectionsdotcom.files.wordpress.com/2015/08/poserveteam.jpg

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Open

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Every point of view matters

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Image Source: http://blogs.itpeoplecorp.com/wp-content/uploads/2015/09/ric-blog.jpg

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You can’t handle the

truth!

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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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Workshop

Leadership in your organization

Could it be Lean – Agile – Radical – Open?

Pros?

Cons?

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Three Dependencies:

1. Org Structure2. Teams3. Transparency

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Dependency: Org Structure

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Image Source: http://www.globoforce.com/gfblog/wp-content/uploads/2013/12/PyrOrgChartEmpty-500x263.gif

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The Agile Museum @dhegley

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Simplified Museum Example

Exhibition Planning

RegistrationDigital Experience Team

Media Production

Marketing

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Holacracy?

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Potential Problems:• Even more meetings• Jargon-laden “administrivia”• People aren’t always logical (surprise!)• Questions about diversity & inclusion• Proven success?• The “playground bully” scenario (put another way: does this result in teams or in gangs?)

Holacracy?

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Dependency: Teams

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Self-Organizing Teams

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• Manage their own work as a group• Don't wait for leader to assign work - greater sense of ownership

& commitment• Benefit from mentoring and coaching (not from control)• Communicate most with each other• Commitments are to project teams (not to management) • Improve their own skills & suggest innovative

ideas/improvements• Normally become high-performing, with greater job satisfactionAdapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how

Self-Organizing Teams

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Dependency: Transparency

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Radical TransparencyDefinition: Use of abundant networked information to access previously confidential organizational process or outcome dataom 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

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“… 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)

Image Source: http://thecontextofthings.com/wp-content/uploads/2016/04/transparency-in-business.jpg

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“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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Let’s be Honest

This is Hard

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History, Tradition, Bias

Senior Management Commitment

Decision-making

Conflict

and more …

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History, Tradition, Bias

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Staff: Excited, Management: Not So Much

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Getting Started

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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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Workshop

Decision Matrix

Map current and near-horizon activities

Any insights?

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Conflict & Resolution

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The Art of Boxing by George Bellows, the National Gallery of ArtImage source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg

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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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Thank youQuestions?

@dhegley

www.slideshare.net/dhegley

http://mw2016.museumsandtheweb.com/paper/the-agile-museum/