michael edson: ten patterns for organizational change
DESCRIPTION
For the 2010 National Museum Publishing Seminar in Washington, D.C. June 19, 2010.TRANSCRIPT
Ten Patterns for Organizational ChangeNational Museum Publishing SeminarWashington, D.C.June 19, 2010
Michael EdsonDirector of Web and New Media Strategy
Smithsonian Institution
“From law firms to libraries, from universities to Fortune 500 companies, the organization’s website almost invariably falls under the domain of the IT Department or the Marketing Department, leading to turf wars and other predictable consequences. While many good (and highly capable) people work in IT and marketing, neither area is ideally suited to craft usable websites or to encourage the blossoming of vital web communities.”
Jeffrey ZeldmanLet There be Web Divisionshttp://www.zeldman.com/2007/07/02/let-there-be-web-divisions/
Preamble
Twitter: @mpedsonhttp://slideshare.net/edsonm
“I am not an official spokespersonfor the Smithsonian Institution”
Preamble
Twitter: @mpedsonhttp://slideshare.net/edsonm
“I am not an official spokespersonfor the Smithsonian Institution”
Preamble
Twitter: @mpedsonhttp://slideshare.net/edsonm
“I am not an official spokespersonfor the Smithsonian Institution”
http://www.slideshare.net/edsonm/michael-edson-brown-university-digital-strategy-thermocline
http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity-1384375
http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity
This presentation draws from these slides/papers
(and others!)
Preamble
Twitter: @mpedsonhttp://slideshare.net/edsonm
“I am not an official spokespersonfor the Smithsonian Institution”
Technology, New Media, and Museums: Who’s in Charge?
(from AAM 2008 annual conference)
Text notes: http://www.slideshare.net/edsonm/aam2009-session-intro-and-notes-who-is-in-charge-v2
PowerPoint: http://www.slideshare.net/edsonm/new-media-technology-and-museums
This one too!
Premise of this presentation
Premise:a)You work in--or have a stake in--museum
publishingb)Your model of … has been disrupted by digital
mediac) You’re interested in--or are struggling with--
how you, your department, or your museum should change because of (b).
“Patterns” can help
“Patterns” can help
The seminal patterns in architecture/urban
design book.
“Patterns” can help
“Patterns” can helpSoftware patterns…
“Patterns” can help
Once you see a pattern and have a name for it you can start to communicate about it…
...and hack it.
“Patterns” can help
This presentation describes ten patterns I’ve found over the last 15 years of trying to figure out how to deal with organizational change.
“Patterns” can help
This presentation describes ten patterns I’ve found over the last 15 years of trying to figure out how to deal with organizational change.
I hope they help!!!
Pattern 1: ICE is real
Pattern 1: ICE is real
“ICE” = Internet Changes Everything
Pattern 1: ICE is real
“ICE” = Internet Changes Everything
• ~2 billion Internet users• ~4 billion mobile phone subscribers
“Everything we hear from people we interview is that today’s consumers draw no distinctions between an organization’s Web site and their traditional bricks-and-mortar presence: both must be excellent for either to be excellent.”
Lee RainieDirector, Pew Internet & American Life Project
“Twenty years from now we’ll look back and say this was the embryonic period.
The Web is only going to get more revolutionary”
--Tim Berners-Lee, 2006
Pattern 2: Urgency
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Harvard Business School
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Harvard Business School40+ years of studying change
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Over 70% of all change initiatives fail.
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
The 30% that succeed share a single characteristic…
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
A sense of Urgency
Pattern 2: Urgency
John P. Kotter, A Sense of Urgency
Harvard Business Review “Ideacast” with John Kotterhttp://blogs.bnet.com/intercom/?p=1869
A Sense of Urgency (via Google Books)http://books.google.com/books?id=xCAD8ashi_UC&printsec=frontcover&dq=john+kotter+sense+of+urgency&source=bl&ots=WXQnhRPxhb&sig=dkqctdFuUhfG5OUD7Gzl4oihmUU&hl=en&ei=j1EfTPLJLMH-8Ab0uajCDA&sa=X&oi=book_result&ct=result&resnum=3&ved=0CCQQ6AEwAg#v=onepage&q&f=false
A Sense of Urgency (via Amazon)http://www.amazon.com/Sense-Urgency-John-P-Kotter/dp/1422179710
Pattern 3: Disruptive Innovation
Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
(Via Amazon)
http://www.amazon.com/Innovators-Dilemma-Revolutionary-Business-Essentials/dp/0060521996
Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Sears was at the top if the worldin the 1960’s
Pattern 3: Disruptive Innovation
• Clayton M. Christensen: The Innovator’s Dilemma
Sears was at the top if the worldin the 1960’s
They missed discount retailing.
Pattern 3: Disruptive Innovation
“You’ve got about three years until you’re locked into being just a museum of stuff on the mall”
Executive from a national media/educational brand, about the Smithsonian’s digital strategy
Pattern 4: Strategy Makes a Difference
In today’s environment, where you could be doing almost anything,You need strategy to help you
prioritize tactical opportunities(or
sense an opportunity that isbeyond their grasp.)
Strategy is a tool that “does work”(or
sense an opportunity that isbeyond their grasp.)
“Most organizations don’t getserious about strategy untilthey are afraid or in pain”
(orsense an opportunity that is
beyond their grasp.)Leo Mullen, CEONavigation Arts
http://smithsonian-webstrategy.wikispaces.com/
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
Old Learning ModelNew Learning Model
http://smithsonian-webstrategy.wikispaces.com/
Balancing autonomy and control within the Smithsonian.rt of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
http://smithsonian-webstrategy.wikispaces.com/
…and the creation of a Smithsonian Commons—a new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities.
Smithsonian Web & New Media Strategy Structure
• Three Themes– Update the Smithsonian Digital Experience– Update the Smithsonian Learning Model– Balance Autonomy and Control within SI
• Eight Goals External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
Each Goal has specific program, policy, and tactical recommendationshttp://smithsonian-webstrategy.wikispaces.com/
Web & New Media Strategy Structure
• Three Themes– Update the Smithsonian Digital Experience– Update the Smithsonian Learning Model– Balance Autonomy and Control within SI
• Eight Goals External Mission
BrandLearning
Audience
Internal InterpretationTechnologyBusiness ModelGovernance
Each Goal has specific program, policy, and tactical recommendations
This gives us a language we can use to understand our work, what’s important, and what change will look like.
Pattern 5: thermocline issues
Thermocline(a metaphor)
Stratified water temperature acts as a barrier
Knowledge, communication,action models are different
Warm light water
Cold dense water
Thermocline(a metaphor)
Knowledge, communication,action models are different
Management
Practitioners
Thermocline(a metaphor)
Messages get distorted, lost
Thermocline(a metaphor)
Messages get distorted, lost
Thermocline(a metaphor)
Thermocline Issues
Focus on innovation/discovery
inside the Institution
Catalyze innovation/discovery
outside the institution
Joy’s Law: no matter who you are, most of the smartest people
work for someone else
Every user is ahero
In their ownepic journey
Thermocline Issues
Provide servicesto passive audiences
Every user is ahero
In their ownepic journey
Thermocline Issues
Provide servicesto passive audiences
Thermocline Issues
The Web is a bigger megaphone
The Web is a fundamentally new
way of gettingthings done
Thermocline Issues
“we are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and
to take collective action, all outside the framework of traditional institutions and organization …Getting the
free and ready participation of a large, distributed group with a variety of skills has gone from impossible
to simple.” Clay Shirky
Thermocline Issues
You can managetechnology and content
separately
The most interestingecosystems are
in “border habitats”between the two
Thermocline Issues
http://www.slideshare.net/edsonm/michael-edson-brown-university-digital-strategy-thermocline
More in…
http://www.slideshare.net/edsonm/michael-edson-prototyping-the-smithsonian-commons
And…
Pattern 6: You’re not alone
Pattern 6: You’re not alone
I’ve talked to dozens of museums, businesses, and government agencies in the last year, and they’re all feeling tension around these issues.
Pattern 6: You’re not alone
I’ve talked to dozens of museums, businesses, and government agencies in the last year, and they’re all feeling tension around these issues.
Just in the last few months I’ve sensed a greater sense of urgency around these issues— “we’re playing for keeps now.”
Pattern 7: You get what you practice
Pattern 7: You get what you practice
• If you tell me you’re training for the Boston Marathon, and I come over to your house, I expect to see sweat socks and running shoes in your hallway and pasta in the fridge.
• Is your executive team working hard enough? Do you see the tangible evidence (meetings, hires, spending, focus) that this is important to your organization?
• By the time you need to be good at this, it’s too late to start training.
• Gladwell’s “10,000 hours”
Pattern 8: Process Maturity
Pattern 8: Process Maturity
• Evolutionary roadmaps for getting from point A to point B
• Originally developed to help organizations figure out what kinds of things they would be capable of doing in the future
• Five plateaus…
Capability Maturity Model1. Initial – Processes, if they are defined at all, are ad hoc.
Successes depend on individual heroics and are generally not repeatable.
2. Managed – Basic project management practices are established and the discipline is in place to repeat earlier successes with similar projects.
3. Defined – Processes are documented and standardized and all projects use approved, tailored versions of the standard processes.
4. Quantitatively Managed – The performance of processes and the quality of end-products are managed with quantitative measurement and analysis.
5. Optimizing – Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas.
Capability Maturity Model
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Success depends on individual heroics
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
“Fire fighting” is a way of life
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Relationships between disciplines are uncoordinated,perhaps even adversarial
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Success depends on individuals
Commitments are understoodand managed
People are trained
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Project groups work together,perhaps as an integrated team
Training is planned and providedaccording to roles
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Strong sense of teamworkexists within each project
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Strong sense of teamworkexists across the organization
Everyone is involved inprocess improvement
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Few stable processes exist or are used
“Just do it!”
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
At the individual project level,documented and stableestimating, planning andcommitment processes are used
Problems are recognized andcorrected as they occur
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Integrated management andengineering processes(how things get built)are used across theorganization
Problems are anticipated andprevented, or their impacts areminimized
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Processes are quantitativelyunderstood and stabilized
Sources of individual problems areunderstood and eliminated
Understanding the levels
People
Processes
Measurement
Technology
1 2 3 4 5
Processes are continuously andsystematically improved
Common sources of problems areunderstood and eliminated
I’ve seen most organizations follow this basic path as they mature/evolve their Web and New Media management processes and structure.
1. Ad Hoc (chaotic)
• web program owned by arbitrary stakeholders
• Underground, success (but not repeatable)
• Nothing measured• Dependent on heroics
2. Managed (Emerging)
• Web program owned by separate workgroup, still small, position & importance in organization uncertain (special interest hobby shop, everyone knows it is important but not sure to what degree or how it works).
• Some measurement, explicit responsibility to somebody, usually lower in the org chart
3. Defined: authority vested in some semi-logical entity.
• Director level awareness of web importance, uncertainty over purpose of web & org. placement leads to internal power struggle, debate over "who owns", multiple reorgs.
• Mostly based on competence and/or willingness, without regard to org chart rationale.
• Lots of matrix and dotted-lines• Corsely visible in budgets, PD’s, planning,
measurement
4. Quantitatively Managed
• Professionalization of web, greater awareness of role and key stakeholders, integral part of organization.
• Formal organization, oversight. Usually in the Director’s office to someone without specific background
• Increasing cross-disciplinary expertise/experience: the team is familiar and broadly competent with each others areas of expertise.
5. Optimizing
• There’s Formal ownership in the executive suite
• Directors engaged (look at their appointment book)
• Professional, full-time management• Win/win scenarios with controlled
innovation and experimentation
Using the model
Capability Maturity Model
Figure outwhere youare?
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
Capability Maturity Model
Ratchet upgraduallyover time
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
Capability Maturity Model
Don’t skip steps
Capability Maturity Model
Don’t slip back!
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
1. Initial
2. Managed
3. Defined
4. Quantitatively Managed
5. Optimizing
Capability Maturity ModelPick projectsAppropriateFor yourlevel
Capability Maturity Model
More in…
http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity-1384375
http://www.slideshare.net/edsonm/good-projects-gone-bad-an-introduction-to-process-maturity
Pattern 9: blowing it off
Pattern 9: blowing it off
• It seems quite acceptable to blow off making decisions and moving forward…
This was four years ago!
"There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?” "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me."
From a Wired Magazine interview with Doug Morris, Chair and CEO of Universal Music Grouphttp://www.wired.com/entertainment/music/magazine/15-12/mf_morris
"There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?” "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me."
From a Wired Magazine interview with Doug Morris, Chair and CEO of Universal Music Grouphttp://www.wired.com/entertainment/music/magazine/15-12/mf_morris
"There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?” "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me."
From a Wired Magazine interview with Doug Morris, Chair and CEO of Universal Music Grouphttp://www.wired.com/entertainment/music/magazine/15-12/mf_morris
"There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?” "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me."
From a Wired Magazine interview with Doug Morris, Chair and CEO of Universal Music Grouphttp://www.wired.com/entertainment/music/magazine/15-12/mf_morris
"There's no one in the record company that's a technologist," Morris explains. "That's a misconception writers make all the time, that the record industry missed this. They didn't. They just didn't know what to do. It's like if you were suddenly asked to operate on your dog to remove his kidney. What would you do?” "We didn't know who to hire," he says, becoming more agitated. "I wouldn't be able to recognize a good technology person — anyone with a good bullshit story would have gotten past me."
From a Wired Magazine interview with Doug Morris, Chair and CEO of Universal Music Grouphttp://www.wired.com/entertainment/music/magazine/15-12/mf_morris
This might explain a few things about where the music business is
today…
Smithsonian Relevance?
Unexpected Rivals in Reach (July – Sept, 2009)
Enchantedlearning.com
si.edu
discoveryeducation.com
ocean.com
Smithsonian Relevance?
Brand Identity
Brandtags.netWe are the 560th of 928 brands
Smithsonian Relevance?
More in…
“Imagining the Smithsonian Commons”http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version
Pattern 10: Any model can work
The Road to Success
Efficient-Development Town
YOU ARE HERE
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Efficient-Development Town
YOU ARE HERE
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Predictable-Cost-and-Schedule Town Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Predictable-Cost-and-Schedule Town Efficient-Development Town
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Predictable-Cost-and-Schedule Town Efficient-Development Town
Specialization…
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Predictable-Cost-and-Schedule Town Efficient-Development Town
Specialization…
Most organizationsare here…
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
The Road to Success
Classic-Mistakes Town
High-Cost/Long-Schedule Town
Sometimes-Predictable-Cost-and-Schedule Town
Predictable-Cost-and-Schedule Town Efficient-Development Town
Specialization…
To get here, use anyeffective practicewhatsoever… BUT USE IT!
Reference: McConnell, Steve Rapid Development, Taming Wild Software Schedules.Microsoft Press, 1996
Success could look like this (?)The Smithsonian Commons Prototype
http://www.si.edu/commons/prototype
Thank You!
Michael EdsonDirector of Web and New Media Strategy
Smithsonian Institution