Presentation from May 14, 2020 - a little about the nature of the CDO role, and how that is different from a CIO and CTO - along with some ideas about disrupting traditional leadership models.
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
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.
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)
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
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