The IT Innovators Dilemma: A provocation on leadership and disruption
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Slide deck from presentation to SIM MN meeting on October 25, 2018. Using a set of effective lenses can help us understand leadership and the promise of disruptive transformation. Strings together digital stewardship, systems thinking, positive disruption, people, and the need to disrupt (1) org structures, (2) leadership paradigms, and (3) talent strategy. Also available as a google presentation: https://tinyurl.com/yd99wknh
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The IT Innovators Dilemma: A provocation on leadership and disruption
- 1. The IT Innovator’s Dilemma A provocation on leadership and disruption Douglas Hegley, Chief Digital Officer, Mia @dhegley artsmia.org October 25, 2018
- 2. artsmia.org Psychology? This innovation strategy needs some serious analysis
- 3. Digital Transformation 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 …
- 5. Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg
- 6. 6
- 7. 7
- 9. 9 Rene Magritte Ceci n'est pas une pipe (This is not a Pipe) 1962 Minneapolis Institute of Art 2004.228.16
- 10. 10 I propose: It is vitally important to use a set of effective lenses to understand leadership and the promise of disruptive transformation Andreas Feininger, The Photojournalist. 1955, Minneapolis Institute of Art, 2007.35.91
- 11. Digital Transformation Image Source: http://www.hatch-mag.com/2016/01/11/office-size-matters/ Image Source: https://securityintelligence.com/how-to-ensure-the-success-of-a-hot-desking-strategy/ Then Now
- 12. 12 But I promise that this is not my perspective!
- 13. Disruptive Pace of Technology Innovation An absurdly-abridged history of computer technology
- 17. 17 Digital Stewardship: Vastly-Oversimplified Stuff Valuable stuff Keep and share the valuable stuff
- 18. 18 Digital Stewardship: Vastly-Oversimplified Stuff Valuable stuff Keep and share the valuable stuff Use it as much as possible
- 19. 19 Digital Stewardship: Vastly-Oversimplified Stuff Valuable stuff Keep and share the valuable stuff Use it as much as possible Quickly and easily
- 20. 20 Digital Stewardship: Vastly-Oversimplified Stuff Valuable stuff Keep and share the valuable stuff Use it as much as possible Quickly and easily Seriously (a professional discipline)
- 21. 21 Digital Stewardship: Vastly-Oversimplified Stuff Valuable stuff Keep and share the valuable stuff Use it as much as possible Quickly and easily Seriously (it’s a professional discipline) Win!
- 25. 25 Image Source: https://www.adamsoftware.net/wp-content/uploads/2015/09/silos.jpg Media Production IT Archives Product Dev Executive Leaders
- 26. 26 A Lens on Systems Thinking Image source: https://www.pictureframesexpress.co.uk/blog/photography-posts/looking-through-the-lens/
- 27. 27 A Lens on Systems Thinking Over-simplified (remember?) Applied Stuff Parts Valuable stuff Every part has intrinsic value Keep and share valuable stuff Collect the best parts and assemble them Use it as much as possible Systems provide more value when used Quickly and easily Keep it simple - law of parsimony - and no siloes! Forever! It is vital to maintain systems over time Seriously Implementing effective systems is a professional leadership discipline Image source: https://www.pictureframesexpress.co.uk/blog/photography-posts/looking-through-the-lens/
- 29. 29 Digital Stewardship Practices are Based in Systems Thinking Image Source https://medium.com/disruptive-design/tools-for-systems-thinkers-the-6-fundamental-concepts-of-systems-thinking-379cdac3dc6a
- 30. 30 Image Source: http://www.bryaneisenberg.com/wp-content/uploads/2013/08/the_line_up__100_acrylic_art_guards_by_agata_olek__dumbo_arts_center_art_under_the_bridge_festival_2009__2009092610d54790p1l1cc__sml.jpg Nothing is perfect. Life is messy. Relationships are complex. Outcomes are uncertain. People are irrational. - Hugh Mackay (2005)
- 31. 31 Image Source: http://i.dailymail.co.uk/i/pix/2014/01/06/article-2534548-1A72469B00000578-507_964x640.jpg Issue: Systems Can Become Frozen
- 32. 32 Positive Disruption May Be Necessary A disruptive innovation creates new value and eventually displaces established best practice. (adapted from Wikipedia) Image source: https://www.centerpointclinicalservices.com/blog-posts/healthcare-disruption-hits-insurance/
- 33. 33 Positive Disruption Image source: https://a16z.files.wordpress.com/2014/01/disruption2.png
- 35. 35 Image Source: http://moementum.com/work-smart-blog/wp-content/uploads/2014/11/Busy-photo-.jpg
- 36. 36 Turning the Lens on People
- 37. 37 Turning the Lens on People Over-simplified (remember?) Applied Stuff People are our greatest assets Valuable stuff There is value inherent in each person Keep and share valuable stuff Staff engagement and retention are vital Use it as much as possible Give strategic assignments driven by purpose (self- organized, self-motivated) Quickly and easily Speed and efficiency via effective systems & org structures Forever! Well … darn! Seriously Leadership of people is a professional discipline
- 40. 40 The Innovator’s Dilemma: beginning Companies emphasize: • Customers' current needs • Current net profit • Immediate rivals Image source: http://cool-green-jobs.com/annual-sales-report-sample-filename/annual-sales-report-sample-8/
- 41. 41 The Innovator’s Dilemma: beginning Companies emphasize: • Customers' current needs • Current net profit • Immediate rivals By the way, there is nothing wrong with this approach – generally it’s pretty good business practice to pay attention to these variables. But there is a risk.
- 42. 42 The Innovator’s Dilemma: middle Companies reject innovation because: • Current customers not interested (no perceived demand) • Short-term profit projections not good • Rivals don’t have them
- 43. 43 The Innovator’s Dilemma: end Thus, companies eventually fall behind, and lose out to an unforeseen new company and its disruptive innovation
- 44. 44 The Innovator’s Dilemma: end Thus, companies eventually fall behind, and lose out to an unforeseen new company and its disruptive innovation
- 45. 45 The Innovator’s Dilemma: end Thus, companies eventually fall behind, and lose out to an unforeseen new company and its disruptive innovation “... management and vision are two separate things,” said a former high-ranking Blockbuster exec ... “We had the option to buy Netflix ... and we didn’t do it. They were losing money.”
- 46. 46 I propose: To enable positive innovation, it is necessary to re-imagine what is possible and then intentionally: 1. Disrupt organizational structures 2. Disrupt leadership models 3. Disrupt talent strategy
- 49. 49 Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg
- 51. 51 Traditional Organizational Management Models Persist
- 53. Chief Idea Killer VP of No VP of Status Quo Director of Onerous Reporting Director of Bureaucracy Director of Rigidity Director of Analysis Paralysis Manager of New Growth Ideas (Vacant) Org chart based on source: http://thecontextofthings.com/2016/07/05/bureaucracy/ Or Maybe ... VP of Stay the Course Image source: https://blog.impactpool.org/articles/topic/executive-search
- 55. 55 Image Source: http://measure.igpp.ucla.edu/GK12-SEE-LA/images/TW_social_networks_NETWORK.jpg Simplified Example Event Planning Design Digital Experience Team Media Production Marketing
- 56. 56 Holacracy?
- 57. 57 Holacracy? Potential Problems: ● Even more meetings ● Jargon-laden “administrivia” ● People aren’t always logical - surprise! (not) ● Serious questions about diversity & inclusion ● Where is the customer? ● Proven success? ● The “playground bully” scenario (put another way: does this result in teams or in gangs?)
- 58. 58 WHO
- 63. 63 Image source: https://cdn.panache-lingerie.com/uploads/2017/06/iStock_000068883259_Medium.jpg Host Leadership
- 64. Host Leader Initiates Invites Creates space Defines boundaries Builds connections Co-participates
- 65. Host Leader Initiates Invites Creates space Defines boundaries Builds connections Co-participates Also • shares power • puts others first • mentors & supports • gives credit
- 66. 3. Disrupt Talent Strategy artsmia.org
- 67. 67
- 68. 68
- 69. 69 As any good Digital Steward knows: When important assets are hidden away and difficult to find and use, their inherent value is lost. When assets are clearly identified, easy to find and use effectively, their value is maximized. Image Source: http://ichef-1.bbci.co.uk/news/660/media/images/82190000/jpg/_82190450_hand-unlock.jpg
- 70. 70 Talent Shines on Self-organizing Teams
- 71. 71 • Don't wait for a leader to assign work • Manage their own work as a group • Benefit from mentoring and coaching, not from command & control • Communicate most with each other • Commitment to the team (not management) • Improve their own skills and suggest innovative ideas & improvements • Normally become high-performing, measure greater job satisfaction Adapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how Talent Shines on Self-organizing Teams
- 72. artsmia.org Decisions Come from the Team NOT from the HiPPO Highest Paid Person’s Opinion Image Source: https://d1p4rrywo0xu41.cloudfront.net/blog/images/hippo.png
- 74. 74 Turning the Lens on Positive Disruption
- 75. 75 Turning the Lens on Positive Disruption Simplified Credo (remember?) Disruptive Innovation Stuff New ideas, innovations Valuable stuff There is value inherent in each innovation Keep and share valuable stuff Innovations can be collected and organized – it’s possible to account for unique or one-off ideas Use it as much as possible Frequent testing (perpetual beta) using Lean/Agile methodology Quickly and easily Speed and efficiency via iteration Forever! Without innovation, nothing will last over time Seriously Recognizing the value of disruption is a professional leadership discipline
- 76. Epilogue: Yes, I work in the Arts Sector artsmia.org
- 77. 77 Oh, silly Douglas, everyone knows that innovation comes from STEM! (Please note: Mark Z never actually said this - I just made it up) Image source: https://www.theverge.com/2018/4/25/17282538/facebook-zuckerberg-testimony-answers-congress
- 78. 78 Who cares? Do the arts really matter? Nick Cave Soundsuit, 2009 Minneapolis Institute of Art
- 79. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, 2010.51.2, Minneapolis Institute of Art
- 80. “ … experiences of awe redefine the self …” Connection Cooperation Sharing Giving From “Why do We Experience Awe?” New York Times, May 22, 2015 Image source: http://ambercantorna.com/wp-content/uploads/2017/05/large.jpg
- 83. 83 So do the arts matter? Image source: https://www.marketingdonut.co.uk/market-research/questionnaires-surveys-and-focus-groups/top-20-questions-that-research-could-help-you-answer
- 85. 85Image source: STEM: https://www.bbrsd.org/domain/320
- 86. 86Image sources: STEM: https://www.bbrsd.org/domain/320 STEAM: https://urbangateways.org/stem-to-steam-the-role-of-arts-education-in-preparing-students-for-the-future/
- 88. 88 Thank you I share my work Find this presentation at https://tinyurl.com/yd99wknh or on slideshare at dhegley @dhegley