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SIM Enterprise Architect SIG CxO Roundtable
The document discusses the role of the Chief Digital Officer (CDO) within organizations, particularly emphasizing the importance of digital strategy, collaboration, and innovative leadership. It outlines how the CDO's responsibilities can vary by organization and includes insights on fostering a high trust and accountability workplace culture to enhance collaboration. Additionally, it addresses the characteristics of effective leadership and the dynamics of team management.
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SIM Enterprise Architect SIG CxO Roundtable
- 1. CxO Roundtable SIM EnterpriseArchitecture Special Interest Group Douglas Hegley Chief Digital Officer The Metropolitan Museum of Art 1 SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
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- 4. Psychology? 4 SIM EA SIGCxO Roundtable – April 2021 - Douglas Hegley This digital strategy needs some serious analysis
- 5. 5 Psychology in practice: •People • Truth • Change Arnold Newman, Pablo Picasso, 1954, The Metropolitan Museum of Art, 59.652.12 “Art is a lie that makes us realize truth” - Pablo Picasso
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- 8. Question: What isa Chief Digital Officer? Answer: It depends! 8 SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
- 9. • CxO titlesare often interchangeable • Depends on the organization • Distinctions are nuanced (or even weird) • Venn diagram with much overlap * don’t jump to conclusions In Real Life CIO CTO CDO
- 10. Chief Digital Officerat The Met 10 SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley IN OUT Customer Engagement Digital media production – video, audio, multimedia Application Development – web, mobile UX, UI, digital design Agile, Product Development Innovation, business disruption DAM, rights/permissions/licensing/IP Data: Engagement metrics IT: • Technical Support/Help Desk • Cybersecurity • Compliance, Audit • Big Data & CRM • Enterprise Architecture Marketing: • Social media
- 11. Chief Digital Officerat The Met 11 SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley IN OUT Customer Engagement Digital media production – video, audio, multimedia Application Development – web, mobile UX, UI, digital design Agile, Product Development Innovation, business disruption DAM, rights/permissions/licensing/IP Data: Engagement metrics IT: • Technical Support/Help Desk • Cybersecurity • Compliance, Audit • Big Data & CRM • Enterprise Architecture Marketing: • Social media
- 12. Collaboration 12 From responsible partyto internal customer SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
- 13. 13 Collaboration is acceleratedin high trust + high accountability workplace Culture: Blaming, Micromanaging Default: Suspicion, Defensiveness Management: Avoided (hiding) Culture: Power hoarding Default: Control, Territory Management: Ignored High High Low Low TRUST ACCOUNTABILITY
- 14. 14 Collaboration is acceleratedin high trust + high accountability workplace Culture: Teamwork, Mutual Reliance Default: Counting on each other Management: Collaborative Partners Culture: Blaming, Micromanaging Default: Suspicion, Defensiveness Management: Avoided (hiding) Culture: Laissez Faire Default: Independent but chaotic Management: Liked but not followed Culture: Power hoarding Default: Control, Territory Management: Ignored High High Low Low TRUST ACCOUNTABILITY
- 15. Choose Your LeaderWisely (or: choose your leadership approach wisely) 15 SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
- 16. Productivity High Low Leadership Involvement None -Ignoring Micro-managing What Constitutes Optimal Leadership? Low High
- 17. Productivity High Low Leadership Involvement None -Ignoring Demanding without understanding Learning Empowering, Prioritizing Controlling Micro-managing Hovering What Constitutes Optimal Leadership? Low High
- 18. 18 Adapted from: http://georgecouros.ca/blog/wp-content/uploads/2016/03/Screen-Shot-2016-03-04-at-4.38.33-PM.png InsecureLeaders Fear looking foolish “Your challenge makes me look stupid” Hire people they can control Lead with fear Already know everything
- 19. 19 Adapted from: http://georgecouros.ca/blog/wp-content/uploads/2016/03/Screen-Shot-2016-03-04-at-4.38.33-PM.png InsecureLeaders 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
- 20. 20 Adapted from: http://georgecouros.ca/blog/wp-content/uploads/2016/03/Screen-Shot-2016-03-04-at-4.38.33-PM.png InsecureLeaders Confident Leaders Arrogant Leaders Fear looking foolish Appreciate all ideas “Only my ideas matter!” “Your challenge makes me look stupid” Challenges lead to the best solutions Ignore all challenges – not important Hire people they can control Hire people with 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
- 21. Decisions Come Fromthe Team (not from the “HiPPO”) Image Source: https://d1p4rrywo0xu41.cloudfront.net/blog/images/hippo.png Highest Paid Person’s Opinion SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley 21
Editor's Notes
- #3 I work as the Chief Digital Officer at The Metropolitan Museum of Art in New York City, It’s actually my second go-round at The Met, I worked there previously for 14 years - back in 1997 when I started, the term “digital transformation” didn’t exist - but that’s essentially the work that I have been doing in the sector for most of my career. Helping organizations change, slowly and patiently, so that they can take advantage of the opportunities provided by technology innovations.
- #4 In between my stints at The Met, I was recruited to work at the Minneapolis Institute of Art, where for 10 years I served as the organization’s first C-level digital technology executive.
- #5 But the truth is that I never planned to work in technology or the cultural heritage sector. I went to grad school to study psychology, and I planned a career in conflict resolution or psychotherapy.
- #6 Then again, the practice of psychology is about People, Truth, and Change. Are these not three vital elements of leadership, especially for technology leaders?
- #7 By bringing that psychology framework into the workplace, I have focused my career on supporting organizational development, driven by technology and innovation, to the best outcomes for the business. My career layer cake!
- #8 So, the intersection of museums and art and people and digital … I argue that – despite its dark potential to isolate and anonymize – technology is also capable of engagement, delight, surprise, connecting people and ideas, moving people emotionally, and opening doors into new worlds.
- #10 First, a few caveats …
- #17 Leadership can be effective, or not. Like many phenomena in the natural world, leadership involvement forms an inverted U curve when plotted against productivity.
- #18 Optimal leadership is involved just enough, in order to acknowledge and empower the team, and help with strategic prioritization.
- #19 Here’s another way to look at it. Insecure leaders control because they fear looking foolish.
- #20 Arrogant leaders ignore everyone and charge blindly ahead. Both of these leaders already know everything – neither bring a growth mindset.
- #21 Confident leaders appreciate diversity and love learning together. Thus they empower everyone across the organization.
- #22 Most importantly, in a healthy organization with confident leaders, decisions come from the TEAM, and not the HiPPO.