What makes a CxO tick? Particularly within the context of enterprise architecture and digital transformation. How can the value of IT and innovation align with leadership practice? This presentation is from a roundtable event on April 1, 2021.
Transcript: New from BookNet Canada for 2024: BNC BiblioShare - Tech Forum 2024
CxO Roundtable explores digital leadership at The Met
1. CxO Roundtable
SIM Enterprise Architecture Special Interest Group
Douglas Hegley
Chief Digital Officer
The Metropolitan Museum of Art
1
SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
4. Psychology?
4
SIM EA SIG CxO 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
8. Question: What is a Chief Digital Officer?
Answer: It depends!
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SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
9. • CxO titles are 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 Officer at The Met
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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 Officer at The Met
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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
13. 13
Collaboration is accelerated in 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 accelerated in 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 Leader Wisely
(or: choose your leadership approach wisely)
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SIM EA SIG CxO Roundtable – April 2021 - Douglas Hegley
20. 20
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”
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 From the 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
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Editor's Notes
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.
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.
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.
Then again, the practice of psychology is about People, Truth, and Change. Are these not three vital elements of leadership, especially for technology leaders?
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!
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.
First, a few caveats …
Leadership can be effective, or not. Like many phenomena in the natural world, leadership involvement forms an inverted U curve when plotted against productivity.
Optimal leadership is involved just enough, in order to acknowledge and empower the team, and help with strategic prioritization.
Here’s another way to look at it. Insecure leaders control because they fear looking foolish.
Arrogant leaders ignore everyone and charge blindly ahead. Both of these leaders already know everything – neither bring a growth mindset.
Confident leaders appreciate diversity and love learning together. Thus they empower everyone across the organization.
Most importantly, in a healthy organization with confident leaders, decisions come from the TEAM, and not the HiPPO.