Slide deck from keynote address to regional meeting of TribalHub and Midwest Tribal Technology Council (MTTC) for tribes in the Midwest- Michigan, Wisconsin and Minnesota. May 17, 2019 The Innovation Mindset Session description: Instead of waiting for the next change to happen, we can adopt a strong innovation mindset and BE the next wave (instead of being hit BY the next wave). Staying with a primary theme of this regional meeting, this morning kickoff will emphasize how applied innovation - positive disruption - leads to new successes. By developing an innovation mindset we can more-readily identify and seize moments of opportunity for our organizations to be more nimble, productive and resilient. Take away inspiration and methods to help you and your organization focus on new possibilities.

1. The Innovation Mindset
A provocation on digital disruption
Douglas Hegley, Chief Digital Officer, Mia
May 17, 2019
artsmia.org

2. 2
Rene Magritte
Ceci n'est pas une pipe
(This is not a Pipe)
1962
Minneapolis Institute of Art
2004.228.16
Prologue

3. 3
I propose:
Our mindset - the lens through
which we see the world - has a
profound impact on how we
understand and adapt to
disruptive changes
Andreas Feininger, The Photojournalist.
1955, Minneapolis Institute of Art, 2007.35.91

4. 4
Katsushika Hokusai
“Under the Wave off Kanagawa”
(1830-31)
Minneapolis Institute of Art
74.1.230

5. 5
Image source: https://www.surfer.com/features/keala-kennelly-it-swallowed-me-whole/
You
Choice

6. 6
Image source: https://www.surfer.com/features/keala-kennelly-it-swallowed-me-whole/
You
Choice
Or you

7. Digital
Transformation
Douglas Hegley, Chief Digital Officer, Minneapolis Institute of Art @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 …

8. Image source: http://upload.wikimedia.org/wikipedia/commons/d/d9/Minneapolis_Institute_of_Arts.jpg

9. 9

10. Image Source: http://www.turismonuevayork.com/wp-content/uploads/2013/07/Metropolitan-Museum-of-Art.jpg

11. Thomas Struth “Audience 1 (Galleria Dell Accademia), Florenz”, Minneapolis Institute of Art, 2010.51.2

12. Disruptive Change
artsmia.org

13. 13

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I promise that this is not my perspective!

15. artsmia.org
Image source: http://bottlewood.co/wp-content/uploads/2015/06/old-business-men-photo.jpg
Innovation …
in a Museum?

16. Competition is Fierce

17. VUCA
Volatile
Uncertain
Complex
Ambiguous
Edgar Degas, Winding River, (1890) Minneapolis Institute of Art , 2009.19.1

18. VUCA – Examples
Volatile– Trade wars suddenly change vendor pricing
Uncertain– Competition from previously unknown business
Complex – Shifting regulatory environment and tax codes
Ambiguous– Did that marketing campaign work, or not?

19. VUCA prime
Vision – 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/

20. Disruptive Pace of Technology Innovation
An absurdly-abridged history of computer technology

21. 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

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Technology and Systems Thinking
Image source: https://www.techspot.com/news/75442-opinion-dual-geographic-paths-tech-future.html

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Image source: http://www.commsmea.com/pictures/m2m%20cogs.jpg

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Image source: https://www.ecoliteracy.org/sites/default/files/systems-thinking.jpg

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Image Source: https://www.adamsoftware.net/wp-content/uploads/2015/09/silos.jpg
Media Production
IT
Archives
Curatorial
Executive Leaders

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A Systems Thinking Mindset on Technology
A way of organizing parts (hardware, software, networks, users)
Each part has intrinsic value
There is power in the web of connections between the parts
Systems serve to organize and support the parts in relationship
Technology can be a silo-buster!

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A Systems Thinking Mindset on Technology
A way of organizing parts (hardware, software, networks, users)
Each part has intrinsic value
There is power in the web of connections between the parts
Relationships are organized & utilized by the systems
Technology can be a silo-buster!
And it’s us – you & me -
with our messy little fingers
at the controls
Image Source: http://www.thedistractionnetwork.com/images/messy-baby-187.jpg

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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
Issue: Systems Often Struggle with Complexity
“Nothing is perfect. Life is messy. Relationships are complex. Outcomes are uncertain. People are irrational”
- Hugh Mackay (2005)

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Image Source: http://i.dailymail.co.uk/i/pix/2014/01/06/article-2534548-1A72469B00000578-507_964x640.jpg
Issue: Systems Can Become Frozen

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Positive Disruption May Be Necessary
A disruptive innovation creates new value and eventually
displaces established best practice. (adapted from Wikipedia)
Image source: https://www.mssbti.com/get-ready-for-the-next-wave-of-disruption-in-data-and-predictive-analytics/

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Positive Disruption
Image source: https://a16z.files.wordpress.com/2014/01/disruption2.png

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Image Source: http://moementum.com/work-smart-blog/wp-content/uploads/2014/11/Busy-photo-.jpg
How to Cope with Disruption?
People!

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A Lens on People Mindset

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A Lens on People Mindset
Systems Thinking People
Parts Staff and customers
Intrinsic value In each person there is inherent value – everyone matters
Power in connections Staff engagement, purpose-driven work
Systems Speed, efficiency, connections
Silo-busting Cross-functional collaboration
Success High performing, self-motivated teams

35. Mindset Determines Perception
artsmia.org

36. 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

37. Image source: https://upload.wikimedia.org/wikipedia/commons/d/d7/1909_Stag_at_Sharkey's.jpg
What kind of mindset do you have?

38. 38
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 Mindsets

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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 Partners 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 Mindsets

40. The Innovation Mindset:
Disruption
artsmia.org

41. 41
Background image source:http://www.aisquared.com/wp-content/uploads/2014/05/libraries.jpg

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The Innovator’s Dilemma: part one
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.

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The Innovator’s Dilemma: part two
Companies are likely to reject innovation because:
• Customers won’t currently use them (no perceived demand)
• Short-term profit projections are not good
• Rivals don’t have them

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The Innovator’s Dilemma: end
Thus, companies eventually fall behind, and lose out to an unforeseen
new company and its disruptive innovation
part three

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To enable positive innovation, it is necessary to re-imagine
what is possible and apply intentional disruption to:
1. Hierarchy
2. Leadership
3. Talent
Overcoming the Innovator’s Dilemma: Intentional Disruption

46. The Innovation Mindset:
1. Disrupt Hierarchy
artsmia.org

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Image Source: https://aos.iacpublishinglabs.com/question/aq/1400px-788px/make-organizational-chart_81e11a0b3266c1d2.jpg?domain=cx.aos.ask.com

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

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

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Image source: http://www-tc.pbs.org/wgbh/nova/assets/img/full-size/pattern-nature-network-merl.jpg

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Image Source: http://measure.igpp.ucla.edu/GK12-SEE-LA/images/TW_social_networks_NETWORK.jpg
Simplified Example of a Small World Network
Retail
Communications
Customer Experience
Media Production
Marketing

52. The Innovation Mindset
2. Disrupt Leadership
artsmia.org

53. 53
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

54. 54
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

55. 55
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

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Image source: https://cdn.panache-lingerie.com/uploads/2017/06/iStock_000068883259_Medium.jpg
Host Leadership

57. Host Leader
Initiates
Invites
Creates space
Defines boundaries
Builds connections
Takes part

58. Host Leader
Initiates
Invites
Creates space
Defines boundaries
Builds connections
Takes part
Also
• shares power
• puts others first
• mentors & supports
• gives credit

59. The Innovation Mindset:
3. Disrupt Talent Strategy
artsmia.org

60. 60
Find & Empower Your Assets
Nick Cave
Soundsuit, 2009
Minneapolis Institute of Arts

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Talent Shines on Self-organizing Teams

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• Don't wait for a leader to assign work - greater ownership and commitment
• Manage their own work as a group
• Benefit from mentoring and coaching, but not from control
• Communicate most with each other - commitments are to teams (not management)
• Improve their own skills and suggest innovative ideas & improvements
• Normally become high-performing and 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

63. Decisions Come From the Team
(not from the “HiPPO”)
Image Source: https://d1p4rrywo0xu41.cloudfront.net/blog/images/hippo.png
Highest Paid Person’s Opinion

64. Transparency & Empowerment
vital elements of talent strategy
artsmia.org

65. Radical Transparency
Definition:
Use of abundant networked
information to access
previously confidential
organizational process or
outcome data
adapted from https://en.wikipedia.org/wiki/Radical_transparency (emphasis mine)
ReneMagritte
ThePromenadesofEuclid, 1955
MinneapolisInstituteofArt 68.3

66. Unknown Artist Figure of a Confucian Sage,
(China, 17th century) Gift of Leo A. and
Doris Hodroff, 96.147.52a,b Minneapolis
Institute of Art
“… 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)

67. 67
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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Imagesource:http://cdn.shopify.com/s/files/1/0232/0661/products/HEA1-2_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
Fixed mindset
Senior Management Resistance
Power-hoarding
Conflict

71. 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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Image source: http://erconsults.com/article-conflict-resolution/
Hint: If you ignore conflict, it will NOT go away
1. Practice calm – don’t escalate
2. Confidence matters (even if you fake it until you make it)
3. Listen deeply in order to understand
4. Don’t accuse – ask in order to learn, not to interrogate
5. State fact with tact
6. Focus on the problem, not the person
7. Find common ground
8. Look ahead, not back
9. Recognize stepwise successes

73. The Innovation Mindset
artsmia.org

74. 74
Develop an innovation mindset
Improves our ability
to identify and seize moments of opportunity
for our organizations to be
more nimble, productive and resilient

75. 75
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)

76. 76
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities

77. 77
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation

78. 78
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation
• Empathic – asks “what would work for others?”

79. 79
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation
• Empathic – asks “what would work for others?”
• Iterative: test small, pivot as needed (fail fast and fail forward)

80. 80
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation
• Empathic – asks “what would work for others?”
• Iterative: test small, pivot as needed (fail fast and fail forward)
• Resilient & persistent – trying, failing, then giving up has never led to innovation

81. 81
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation
• Empathic – asks “what would work for others?”
• Iterative: test small, pivot as needed (fail fast and fail forward)
• Resilient & persistent – trying, failing, then giving up has never led to innovation
• Embraces creativity – is intrigued by the new

82. 82
Characteristics of the Innovation Mindset
• Open to change (rejects “That’s the way we’ve always done it” as an excuse)
• Better at identifying problems – quick to see gaps or opportunities
• Observant and curious – practices mindful observation
• Empathic – asks “what would work for others?”
• Iterative: test small, pivot as needed (fail fast and fail forward)
• Resilient & persistent – trying, failing, then giving up has never led to innovation
• Embraces creativity – is intrigued by the new
• Networked – uses connections effectively

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Fostering the Innovation Mindset
• Make time and space for it
• Move around – walking meetings, breaks, exercise
• Get outside your “bubble” – see how different sectors approach their work
• Frame innovation as organization-wide – don’t silo it off
• Provide a meaningful purpose – make sure that the long-term vision is clear
Image source: https://www.freepressjournal.in/latest-news/the-vanity-of-achievement/1179429

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“Ideas don’t make people successful. It’s the other way around”
From Tomas Chamorro-Premuzic
“The Five Characteristics of Successful Innovators”
Harvard Business Review, October 25, 2013.

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The Innovation Mindset Lens
Image source: https://www.freepik.com/free-photo/african-man-playing-with-magnifying-glass_2975953.htm

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The Innovation Mindset Lens
Innovation Mindset People
Open to change Surf the waves!
Observant Quick to notice things – both good and bad
Empathic Able to see from others’ point of view
Iterative Willing to experiment
Resilient Keep at it (growth mindset)
Connected to people Who you know matters more than what you know

87. 87
Image Source: https://www.carltontrailcollege.com/develop/aboriginal-inititatives
Innovation
Disruption
Leadership
Epilogue

88. Thank you!
Questions?
@dhegley
This presentation will be shared at https://www.slideshare.net/dhegley