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.

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

11. Digital Transformation
artsmia.org

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?

24. 24
Objects
Safe
Study
Share
with
People

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

26. Image Source: http://advisor.museumsandheritage.com/features/audience-development-putting-visitors-at-the-heart-of-the-museum/

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?

32. Digital Transformation Goals
artsmia.org

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.

41. Digital vs. Mission
artsmia.org

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)

46. Risks
artsmia.org

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

51. 1.Readiness
Image Source: http://2.bp.blogspot.com/-BIyH1-TVt8Y/VLqtDNl2d8I/AAAAAAAAbK8/aqQJnK8RWqE/s1600/ready-coffee-shop-Luxembourg-7.jpg

52. Image Source: http://i3.cpcache.com/product/1229142415/quotit_dependsquot_mugs.jpg?side=Back&width=750&height=750&Filters=%5B%7B%22name%22%3A%22background%22%2C%22value%22%3A%22F2F2F2%22%2C%22sequence%22%3A2%7D%5D

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

60. 60
Look familiar?

61. 61
Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg

62. artsmia.org
Image Source: http://king6socialstudies.weebly.com/uploads/2/1/8/7/21875770/8409138_orig.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

77. Image Source: http://putnam-consulting.com/wp-content/uploads/photodune-12772856-diverse-group-people-working-together-concept-m.jpg
8. People

78. Image Source: https://goinswriter.com/wp-content/uploads/miyagi.jpg
@dhegley
Hire character,
train skill

80. Resistance
artsmia.org

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

86. High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making

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

92. Thank you!
@dhegley
http://www.slideshare.net/dhegley/presentations
artsmia.org