Welcomes you I say get ready for

the real world event on transformative
leadership presented by Dr G.

Wayne cut my name is Inigo hostie and
I'm a second year economics and

international affairs major as well
as a member of the US A Get ready for

the rare real world Committee we're very
excited to have the opportunity to have

Dr Clark here today to speak before
we begin let me tell you a little bit

about Dr Guy Dr Scott embodies
Tex model of progress and

service he has used his leadership
abilities to improve and

innovate here at our beloved Georgia Tech
as was using his tenure as a secretary of

the Smithsonian to enact incredible change
and global progress in research and

scientific discovery please
help me in welcoming Dr.

OK Thank you Andy for the introduction and

thanks to this new gholam Association for
giving me this opportunity to share some

close with you it's nice
to be back on campus.

I was gone for a while at the Smithsonian
It was a retired US president here and

I plan to have a very nice life.

I got asked to be secretary
of the Smithsonian and

it was a wonderful amazing experience I'll
talk a little bit about that institution

I'm not going to talk about the strategic
planning we did for Georgia Tech that's

really but Peterson job these days and
he's delivered by one job but

I will talk about the Smithsonian because
it's a big complex institution and

I think you'll learn a good bit about
fifty planning political science so

there's a sense great I mention to some
of the folks up here the tough part

about coming back here is
getting your parking pass.

In and so when I first came
I didn't have anything and

so Ellen was going to be my assistant and
I'm in the Mason building and so

I parked on that this or
floor at the physics building and

it used to be there was a person there
when I was here so you know walked

up to that little shack and
a group of them went in there as machine.

And turned up missing a little
bit complicated at least for

me I didn't know you had to know your
parking number before you machine right so

first last in the long line I got there in
a relative didn't know my number and so

I had to get out of the line and go back
and talk to her again and then I got up to

a machine and I couldn't quite operate
over the young man's dead and I was as he

says I didn't used to be present at this
place so what are you doing here if so

I said well yeah I did that but
appreciate your help so

he helped me get my parking started so
fortunately now I have a parking pass so

Fillery feel like I belong has been nice
so what we want to talk a little bit

about is leadership and
I know that's what you're into and

I was asked to speak about a subject
called transformative leadership.

And it's a term I don't use very much and
I'll explain why that's true let's go

to the first line of the definition of
transformative is you know there are lots

of definitions you can get out of books
and so forth but the Cambridge Dictionary

says causing a major change in
something meaning an institution or

someone especially in a way that makes
them better that's a nice idea right

that sounds simple enough but
if you're doing a job or for

an institution doing a job and they think
they're doing it just fine they rather

like to have somebody come along and
say I'm going to make you better you know

you're thinking I'm as good as I can
get and so that sounds simple but

it's not simple it's sometimes people
would take them a little bit of an insult

Let's let So if we think about it in terms
of a business and let's just think for

a moment nonprofits also are businesses
because that Georgia Tech they

have to make money through the restaurants
and parking in a list that

a shift in the business culture of
an organization resulting from a change

in the underlying strategy and processes
that the organization is use in the past

again that sounds lice but as I have
found when I interviewed for two jobs

in my life big wins if you will of one for
Georgia Tech and one for the Smithsonian.

It is that and I told them in both
cases that I I think you need to make

some changes inside transformation
messaging and other scribe a few of

the changes I said if you don't want to
make these changes I shouldn't be hard.

And there are lots of people in the search
committee you know the whole raft of folks

and everybody shook her head and said fine
let's go ahead I thought well this is cool

this is going to be easy what I didn't
realize was everybody who shook their head

everybody else in the room would
change and they would not.

So everybody thinks they're
doing a really good job or

buy things are working as hard
as they could possibly work and

when somebody comes along and
says let's change it's hard it's hard for

institutions to change the scope of the
next part of this so look at synonyms for

this word trends forty per second OK
synonyms tell you a lot life changing

this is not just a little change a lot of
change born again my goodness this is you

don't know about you know our conversion
right Catherine it my god it sound awful

so transformative is a big word and
personally I don't use it I think

it scares people I think transformative
of the world like great.

Is that you can't use great no right you
can't say I'm going to do a great job

well that's not your judgment to make you
know five years from now if you're working

in a job somebody might say you did
a great job it's somebody else's Perth for

view to say you you did a great
job same thing with transformation

you can't say I'm a transformative change
agent because you're not done anything yet

five years down the road if you
didn't transform it somebody would do

you the courtesy of same Wow you trained
for this one to help translate so

transform and transformative
leadership is a big word and

you really need to be careful about
when you use it and you shouldn't

use it until you've earned it that's
my personal opinion OK next month so

let's talk about leadership and
the interesting a thing about leadership.

The chief justice and
he was my boss and so

I had to think about that right so
everybody I'm a follower in a sense going

up all the instructions of the board
led other people to try to get or

when you finally Tama deigns of leadership
style differ very important concepts but

the core good leaders make the people
who are leading accomplish more

than they otherwise would most effective
leaders do not do this through fear or

intimidation or title but rather about
building consensus around a common goal

now that's an interesting definition I
suspect one of our presidential candidates

this year doesn't use that deafness
you know the you're fired guy.

He doesn't look at it that way but most
leaders today are more consensual leaders

and the reason I say that is well I think
what's happened over the last twenty years

is the business will is sort of moved into
towards the nonprofit world nonprofits

have worked that way because you don't
have the power sources to use to do things

on the other hand in the nonprofit or
my world we've moved more towards

the business world and the reason is
accountability you have to know what

you're doing with your finances you have
to keep your building projects on schedule

you have to pay people on time all these
things are business propositions and

so if you're in the nonprofit world you
have to operate like a business person if

you're a business person you may operate
a little bit more like a nonprofit or

more consensual approach
toward pollution so

the two worlds I think it moved pretty
close together over time next month.

Now if you were to Google the word
leadership book you be careful because

your lights may dim in your apartment
building because there are something

like eighty four thousand books on
leadership everybody who theft thought

about leadership in one way or another
sniffed it like glue whatever rights of.

Book about leadership everybody who's done
a little something in a way leadership

writes a book about.

There are many many books out there I
haven't come close to looking at all

the books on only ten two but I have
two that are my personal favorites and

one of them is ultimately
are ship wings for

execution Stratus or your situation the
rest are not bored with fortune in my life

when I went to the Smithsonian
they had a board called

the National Board Georgia Tech as of
Georgia Tech Advisory Board Burson war and

Russ Palmer was on the board now
Russia's been a businessman he ran

Wharton's business school he
took Wharton Business School and

really brought it up from where it was and
do a great business go and

he's somebody who's been there and
done it and he knows the model leaders so

he's writing from his only experience and
that of others and

he really gets it about what leadership
me because what russet there's no

single style of leadership that works you
may remember that was a quote earlier but

there are basic principles that
are the same that work for everybody.

Yet there are different now
the book these are in the book it

is about the greatest
mistake a leader can make.

And in essence what he's saying is that
you have to understand the context

of the institution you're.

Upside down right side up every which
way to apply these principles and

get them right and so Rush is one of these
sort of down to earth people you can read

a book and it makes sense and so if you're
thinking about leadership it's a book it's

worth getting Next month the other guy Jim
Collins good to great in his other books

he's written particularly He wrote a good
to great monograph about non-profits and

it's a best monograph ever written
about managing nonprofits and

these are sort of some of
the principles out of his approach to

the motley points out that for
example you don't have.

Retha you don't have an economic engine
like you do in the for profit world now

Georgia Tech has businesses
the Smithsonian has businesses but

they're nonprofit by lark and so
the Smithsonian for example has a channel

that has stores that have restaurants you
know it sells books so it's a business so

we have a business arm of the Smithsonian
called Smithsonian enterprise but

isn't a nonprofit you plow the money
back into the business plan

well Jim basically said defining
great calibrating success so

if you're in the nonprofit world how do
you come up with metrics in a pretty easy

if your profit is your primary motive or
the stock price is your mother but

if you don't have stock price and you
don't have profits What is your metric and

so it's harder to find your metrics
when you're in the nonprofit world but

the process of thinking about it with
lots of people is a great way to

get people together to think about how
we're going to measure ourselves and

today for
example in the Smithsonian we have a basic

website that will tell you where
everything is every day we went that for

in defining for
metrics very very important.

Getting right people on the bus is
a famous phrase that he uses and

that's critically important whether
you're talk about profit or nonprofit or

book but then building momentum
building a brand and so

he has a big proponent of thinking
about how you differentiate yourself

whether your are a business making
you know one of these things.

And how do you differentiate yourself
i Phone and jobs difference in them so

by design Samsung has a Samsung
differentiate themselves same product but

they have to differentiate them
same thing for a nonprofit.

If you're a museum how are you different
than the next person what is it you're

providing That's different than
the other person so everything is about.

Differentiation if you're a Georgia Tech
How was it you're different than MIT or

Cal Tech or Carnegie Mellon and
your different and

you have to think about those things and
what's the differentiation factor

between yourselves so those are important
I thought of these I think Jim Collins and

I think Ross Palmer are great people now
what I'm going to do is give you a little

introduction here to the cloth for some of
strategic planning and then we're going to

apply it to the Smithsonian which is
a very complex institution that clip.

I think preplanning isn't as
important as the plan the process

of planning especially for a nonprofit
can be as important as the plan itself.

Out when I went to when I
came to Georgia Tech and

when I went to the Smithsonian there
had been a period of disarray.

And I felt the best way to get people's
attention and get it off of the fact

there had been disarray was a think about
the future and if you're doing a strategic

plan the right way you get people
together that think about the future and

that gets people's minds off the past
get them thinking about the future.

And the reason that's important is that
when you are have an institution that is

in trouble I call it it's
an introspective institution and

you go sit down with anybody almost at the
institution and they'll say Boy things of

terrible job things are just going to hell
in a hand-basket here just on how they

could get any worse but if you're thinking
xterm really you say look at the future we

have Madhur This is amazing you know
the digital future of the Smithsonian for

example amazing it's so thinking about
it extremely instead of interrupting

thinking about your customers instead of
yourself it is a remarkable change in

the way you get to things so so
to get started rumor trust Palmers context

review the history of the institution
backwards and forwards and so

if you're the leader and you go to
a Georgia Tech or you go to a biz.

Inus you should know more about
the history of that business than anybody

who's interviewed.

And you do that by studying so

that's when people take interview
very lightly wrong thing to do

you will know what you're getting into
one of the culture the biggest problems

are going to have in making change in
an institution will be traditions or

what people perceive office tradition
right to perceive of as tradition

you have to know what those are and how
are you going to deal with those kind of.

I love to review the strategic plan I
read all the ones at the Smithsonian and

I thought there were two good ones one was
done in one thousand nine hundred seven it

was a very forward looking strategic
plan done with the fairly large number

of people and typically that's
not true at the Smithsonian and

the only problem was it talked about this
was on him being in all fifty states

instead of one place that
means money isn't the right.

Little problem cropped up in one
thousand nine hundred twenty eight.

The Depression happened and the strategic
plan was useless because it never

consider the possibility you could
have a depression great plan but.

OK evaluate the appetite for
change you need to talk a lot of people or

people realize I said are huge
really interested in changing or

just been talking about it or
you think about everybody else is going to

change enough to go do that and you've got
of you in your own mind this is before you

have to do the plan you've got to think
about what the rationale is because

people are going to say well why
do we need a plan we have one.

You know and
you have to be able explain why

in the case of a place like Smithsonian
there are thirty advisory board and

he said every museum has an above board
I had to go the thirty boards and

explain why I thought pretty good
planning was a good idea and

why we would do it differently than you've
ever done it before at the Institute.

Urgency urgency is always critical.

Why now why do it now as opposed

let's wait a few years you know what do
you know the place right kind of thing and

so urgency is very important
this is all pre-planning.

You cannot define ahead of time what
the costs are going to be involved with

implementing a new strategic plan because
you don't know what the plan is really but

you have to think through because somebody
will get say Well we're we're we don't

have any money and when you don't tell no
bunch of new stuff for and so you have to

figure out what your answer is where were
you thinking about get the money it may be

is not new money it may be redirected
from programs you get rid of right

there are ways to get this skin
the cat was assessed your allies and

opponents and this side of the body
language you talk to a lot of people and

you see remember everybody's face.

Were they bored stiff just when
you were talking were they

body language was one of these or
was it well you know that's interesting

that's an ally you're going to need
to know who's going to oppose you and

who's going to be for you and you don't
they're all your employees not like

you're saying you're bad you're good what
you need to know who's going to help you

you can need all the large you can get
anticipated implementation challenges you

need to think chess moves ahead don't
think of where you are that and

discuss the basics you've got to really
talk to a lot of people communication for

important next month so now we get
into the planning process itself so

now we can do it we've got people
convinced I should do it we probably

created an executive planning
committee out of your allies.

People who are those asked about this and
people you believe can help you

people have a respected at the institution
of the business and their help and

you may bring in some extra people.

But you need to have a hand in your
mind already the idea of a barrier and

mission statements those are hard
to get and use going well for.

Lot of time on them if you're not
careful but you need to think about what

those will be unique you can write them
yourself let somebody else rewrite them

you don't need to put them out there but
you need to have something in her head so

this is what I think or
by use our emotions they will only.

Get your communications going keep
You've got it you've now you've talked

to everybody you've got to keep talking to
you've got to go back when you're fifteen

percent finished and said everybody this
is where we're at we're fifteen percent

finished keep talking keep talking people
it's a key leaders and gauge a first rate

facilitator who who can help you you can't
do it all you have to have someone who

has Whiting tain driven out of somebody's
executive Grant planning team and

you need a keeper who's going to
facilitate dozens and dozens of meetings

and that person needs to be very good
at it that is a great listeners and

they can react well and
help people keep moving necklace.

Is contained in the planning process
I like to get some outsiders

these may people may be members of your
boards you don't have too many of them but

you want to have somebody who's
a play from several boards

who will go back to their boards and
say well this this guy or

scales Gumperz good idea you know
as opposed to them sitting back and

taking potshots at you and so
you get you know you're creating insiders

who are going to help you if you do
that you scenario based plan and

that's that's a nine hundred twenty seven
lesson is that scenario based planning

says that things can stay as they are and
how does that affect or

planning things can really go down
you can have terrible economic news

can you still execute your plan even
if they go down and the answer is yes.

Things may go up and you can be a victim
of your success and so are you prepared

for the opportunities that may come if
you have some extra money you know you.

Be prepared for those of forgot to get
ready for this and you don't like Avenger.

Developed but
to the life I like to say for

institutions like educational institutions
like Georgia Tech or institutions and so

on him the life of the institutions of
five hundred years you hope Georgia Tech

around here five hundred years from now
Oxford has been around a lot longer

than that Cambridge so why can't Georgia
Tech be around a bunch of interviews and

so you what you don't want to do is
aside by a hundred years from now people

sitting around saying God those people
in two thousand and fifteen stuck it up

you know they wrote a terrible plan
what you do is you want them to say five

hundred years ago with those folks really
set this place on fire you know they they

pushed us into a place we never thought
we would be you're not planning for

five years we can't predict but
you can think about it

you may say my plan will last five years
but you're thinking about five hundred

years I don't think about just five years
you chore change yourself a goal so

you need durable goals because you're two
years now three years out you're going to

cite We got a lot done right and
then you want some things that

are really stretch goals that
are that you may or may not get.

And then create a writing team who are
forthright editor at the end of the day

you're going to have to have somebody
who thinks like a great writer and

will write this thing inspirational and
you're going to be too far into it

all the people at work with you will
be too far into it to do that and

then establish a roll
up process next like.

Now implementation planning is over
pre-planned over planning over

restructure your administrative
organization in case of the Smithsonian

when I looked at our plan and I looked
at the administrative structural sheet

that it will match and
we had to redo the structure of

the Smithsonian which has been around for
one hundred sixty years.

And the odd thing it has been sown is
because it's in part a creature Congo.

Yes we had to go to Congress believe it or
not to get them approved it.

Those guys can approve anything but you're
also going to probably want to refresh

your branding to remember Jim Collins
a branding is everything right well if

you're going to change an institution
in your McComb something different

you want everybody to know about it and
they're not sitting around waiting for

you know ten years to say well gee you did
something good you want to replace in two

years OK I get it and you really change
the way you talk about yourself so

when I came to Georgia Tech I'll just give
you a quick example there were people who

always were telling me Georgia Tech
is a North Avenue trade school.

And I said I'll never use that
phrase I just said it but

I'll never use that phrase myself I
know it's a term of endearment but

it was really about Georgia Tech when it
was founded in one thousand nine hundred

five to build things to pay for the school
operational capacity it couldn't.

And MIT would never talk about
itself as a trade school.

The grandee cones in France would not
talk about themselves as trade schools

you have to talk about yourself in an
institution of substance if you don't do

it nobody else is going to do it so that's
just an example and it was mis own and

we'll see in a moment there have
a similar three zero seven never use.

Think about new revenues redirections and
cost reductions restructure your budget

your budget processes probably don't work
anymore because you're restructuring

things towards different goals and
you're going to reward people differently

your metrics have to be different
everything is very different and

your communication strategy
will have to be different that.

Follow what activities you want some
things that still really show off you know

in two or three years what something
you can really brag about.

With all these folks and a new activities
have to be in terms of these aspirational

goals that Georgia Tech I'm not talking
about boards like Perceval just like

we came up with the.

Tagline we will not fire on
the technological research university of

the twenty first century not the trade
school we go to the fine the whole thing.

When we climb that mountain everybody's
going to say I wish we would climb

that mountain which led long known OK So

now whenever anybody does anything at
Georgia Tech like the common building

you say does that really the fun of that
logic research university first century or

is that just business as usual is
business as usual don't do it.

I want to have aspirational goals and

you have to live up those aspirational
metrics metrics metrics very important and

make those metrics available to both
internal audiences everybody should

know what not just a bunch of department
heads this there should be a website so

everybody can see how they're doing and
then you can show yourself off to

your external folks and then finally
communicate communicate communicate and so

you cannot communicating or
the plan will die it will if you don't

use the words nobody else will
use words you'll be gone so

those are sort of my ideas about planes
that fly so now what we're going to do is

we're going to apply this idea to a great
institution a Smithsonian Institution and

when I went there they would look good let
me refer to themselves the largest museum

research complex moral is still say that
that irritates me when they do that but

when I got there it is the thing I
found out later of do as I ask and

ask questions and so
I said Why do you say that.

How do you are you sure that's true and
I could say the other to say yeah OK I get

it to Sony has one thousand museum left
big nobody else of my hunting them

but we the largest research
institution what about Harvard and

MIT and Georgia Tech they're
pretty large you know and guess

what the research budget of Georgia Tech
is seven times that of the Smithsonian.

It's not the largest research company so
it's an exaggeration and they've gotten

better than it was but though they also
want to do so well we've always done that

and you get a lot of those right when
what it is it is a big place and

most of us think about it this way
how many of you been business on.

How many have been to all
nineteen museums and galleries.

Yes that's really hard to.

It's a big place and that's just the start
I'll talk about it a little bit more but

that's a mall and you have these
great museums on the Mall and

mouth this is in that little red
building over to the left there and

called the castle and that's where it all
started at the beginning in one thousand

fifty five there was only one building
on the Mall and that was the castle

the first illegal it was read
because the chance the secretary or

the first secretary wanted to make
a statement this was not a federal

project it was built with private money
and he wanted the site if you wanted to be

seen as a federal particle be one of these
marble building and he wanted to make

a statement that it would be different
it was a castle because it wanted to

look like a medieval university because he
thought in the beginning it would be more

like a university than it would be like
a museum and shifting the next one.

So that's just the beginning of
the Smithsonian However that's just

the start of it that's the castle building
my office was over here on what they

call the east side we're on this side
that entrance here that's the office

building side of this mess on and they're
going to renovate this building and

become a lot more public building than
it is in the today that plant and

of course they have these wonderful
museums and one of the biggest

ones of the Natural History Museum and I'm
sure many of you have been to them after

a history museum or a comparable
museum like at the American Museum of

Natural History in New York City these
are amazing institutions this particular

one has about three hundred Ph D.
research scientists that work.

In the building or out in Maryland of a
collection center all over the world doing

research have a largest natural history
collections in the world one hundred

twenty seven or twenty eight
million in a gamma specimens OK and

those specimens consist of insects
have sixty six thousand bumblebees

when they then have six
hundred fifty thousand birds

six hundred ten thousand mammals and
so it goes lots and

lots of thing that make up naturalistic
likes and marvelous research too for

the world and I've been collecting them
over the years beautiful exhibitions

beautiful exhibition place this is a one
point two million square foot building

built in one thousand and six only one
third of it is available to the public.

And so you don't get to see all those
collections and things are are behind

the wall as secretary I got to go see
them and if you ever get a chance but

only do it about seven to eight
million people visit this museum

a year and I've been being engineer and
being a past.

I said well is that bigger enough and
nobody knows and so I had to go do my

homework and so there was this thing where
they record numbers of visitors to museum.

And so the Louve is usually done for gets
about eight to nine million the years so

yeah eight millions
a big number of air and

space at the Smithsonian has
actually to museums gets about ten.

Big So yes eight million that it's
open every day of the year but

Christmas and that's a lot of traffic
going through this building it takes

a beating from the public
going through the building and

enjoying this marvelous
educational experience.

So a little bit about the Smithsonian It
was founded making forty six by

James Smithson's donation of his
entire wealth to our country

James Madison's an Englishman he wrote
his will in eight hundred twenty six.

Been in the house where he wrote his will
it's a historic house near Hyde Park

in London he was a chemist he loved
the idea of Benjamin Franklin and

Thomas Jefferson being very
interested in science and

space them that he knew who he could
see them coming and going in England

he had other reasons for
wanting to give us money like he did.

He died nine hundred twenty
nine it took a while for

the money to work its way
through the court systems and

finally to get over to here took a long
time for coffee you know I'm a woman.

He said in his will for
the increasing division of knowledge

located in the nation's capital and
name of every.

You know pretty interesting idea.

But he his mistake was he
left his money the Congress.

I don't know how many of you and
your last will and testament would say I I

think Congress is so
responsible in the way they manage money

that I will leave them everything I've
earned all my life well he did know

how Congress worked he's an Englishman
never came of those countries.

It's worked out because there were some
thoughtful people in Congress who said

let's use this in the best way possible.

There were people who argued they should
not name it after Mrs miss him because

he was an Englishman We just finished
fighting two wars against those people.

But they got over it and thank goodness
they did great at the Titian big place

twelve million square feet how big is
that the same size as Georgia Tech square

footage about twelve million
square feet more building foot and

more land next line.

Mentioned in the gallery of course
the National Zoo also runs in there which

is an amazing place that works an
endangered species and I was just in China

is in the Panda preserve and we are one
of the the National Zoo in Atlanta one

of the fuses that help Amazones of China
research centers these are things that you

probably would never visit that work at
the Smithsonian and some of those are now.

Even in this country club.

Mention the collections a huge set
of collections and big sets in every

category almost four hundred thousand
works of art and the lot get painted on

your wall too easy right so they have
to be monstrous storage facilities and

everything the Smithsonian takes into it
collections have to be maintained forever.

The client.

Six thousand staff that's been down as
I'll show you what it used to be lots

of volunteers and these are not just
people who show up and say I want to help

their train and they write a contract and
they live up to a contract so if you want

to do a bit docent in the Asian art really
I mean you have to study for a year.

We put a lot of money into the training
and we expect you to show up

Monday Tuesday Wednesday or whatever it
is you're going to do in a volunteer but

saves a Smithsonian in America
people a lot of money next live lots

of visitors scientists to come and in turn
about fifteen hundred in terms of your

some from Georgia Tech not enough lot of
post office and visiting fellow next month

as you say located in eight states and
also has activities in Chile Panama it's

actually expect activism about one
hundred forty countries that plan.

Are active in more than one
hundred countries around.

The Globe.

That's a Smithsonian.

It puts on exhibitions in every
museum all yours about one hundred

new exhibitions a year at the High Museum
I'm not sure they probably do four or

five The Smithsonian has
all these museums and

I tell people when was the last time it
was my son in law and somebody said well I

saw it five years ago I said you know what
you just missed five hundred exhibition.

You know it's just a active
place really active plug.

That flood.

All those research centers I'm not going
to go through all of the moments and for.

Of these big research centers on the far
left is just a pick by the far right is

Panama Canal go keep in mind that island
blow the Smithsonian and Panama Canal

the far left is a radio telescope array on
top of Mama chaos in Hawaii its own and

has the world's largest of the physical
obligatory It runs on lights for

NASA people don't realize that and
on the four white it's Front Royal where

the zoo does its amazing work
on preserving animal species and

bird species and around the world next
month I'll tell you a little bit about

each one of them the Smithsonian of our
men research enters about three thousand

acres sixteen miles in the Chesapeake
by the shoreline working on

interaction of ocean and land and also
is designated by the federal government

as the invasive marine species
suffer invasive marine species or

a serious problem in our country
they're all over the Great Lakes.

Some Cisco buy is probably the most
invaded Bay in the wall because ships came

in there and dumped out their ballast and
their microbes in the ballast and grows

and other thing and these are huge issues
that are trying to grow shellfish for

a living and invasive species kills your
your ability to do that is a big deal and

so they monitor invasive species
all over the world that thought.

The truck or search institution came
from the building of the Panama Canal

which was completed in one thousand and

ten and the United States which was enough
to say we need to know something about

the species here because we're going
to connect two oceans that haven't been

connected in probably five million
years something might happen.

And that was a big deal so

the Smithsonian start of this work
at that time on tropical forest and

content is that today all over the world
and it's a most prestigious tropical force

that I mention as the physical driver
authority one sixth of the Smithsonian.

Employees are in astrophysics and
astronomy and you don't see them

because their headquarters is
in Cambridge Massachusetts but

they operate over towards many parts of
the world this is on top of Mount Hopkins

in Arizona we do joint with
the University of Arizona.

Amazing work that they do and as I
mentioned they actually run satellites for

NASA So it's a money making business for
them and so on but

you probably don't see
much of it like that.

In the last one is
a Conservation Biology Institute

which has an educational component they
all do now something on systems on and

this has a degree program that anyone of
you can actually get involved with it's

administered by the Smithsonian the George
Mason University we have dormitories and

resident told out there students can
go out and work with our scientists and

work with the great incredible peach
creatures that are bred there and

actually study around the world and get
to the richer home institution which you

can pick up credits because they're very
important part I am very fortunate there

on the right hand side being I'm holding
something called so much from Tiger and

Elin period when you're breeding in
those species you want people you want

the animals to get slightly acclimated
the people who are there to handle them

if they're not going back in a while and
that's the period I got invited to

take part and I was glad to hear only five
hundred so much from tigers in the world

five hundred and about two
hundred fifty of those exist and.

Only two hundred fifty left in the world
and is a beautiful beautiful creature

we'd hate to lose it I hate to
see it go extinct that clan.

This is only and does works work all
over the world often times because

it's a trusted institution trust
is very important to action it can

bring parties together that would never
come together well there's a big issue for

example on climate change and
what it's doing to our forces to grow

in the world as was own in Korea
the protocol to make measurements to be.

That and
provides the basis to do that but.

Governments and universities and
anybody who owns land around the world

has joined in to do it exactly
the same way the Smithsonian does that

they send their data the Smithsonian the
Smithsonian share of all that data back so

everybody can see what's happening all of
them you know some force are going faster

because of increased carbon Some
are going slower and being influence and

changing as a matter of that next month.

I mention the collections I won't go
through those in addition to the objects

you have a tremendous amount of
archival material you have for

example the world's greatest
collection of folk music in folk ways

we have a huge library largely about
natural history I mentioned this

business about forever so if you have
the Star-Spangled Banner which was

saved you know and
it was when we defeated the British Camry.

You would hope that five hundred years
from now we'll still have it it almost

disappeared because it wasn't suppose
own and hand was in private hands girl

Armistead a defender of the forgot
it used to hang it out of fourth of

July and it was deteriorating and
they gave it to the Smithsonian.

So if you see it is very
ragged it's very moving and

never hesitate to go see the story and.

It's very moving experience.

But those Missoni job is to keep this
thing going for five hundred years so

five hundred years from now people
will still live that history and

understand what we sacrifice that way for
next month.

Mention a collection natural history
collections you name it they've got it

it doesn't matter what you might have in
mind so one of the things I had they asked

Got any yellow jackets OIA Levon thousand
you'll know some of them from Atlanta.

So I went to see those collections and
very proffer most of them.

Yellowjackets and
the doctor from Atlanta Georgia next one.

Of the Smithsonian have many ways of
outreach in addition to digital today but

certainly the channel is a highly prized
commodity is one of the preeminent

cable channel relatively new channels
only about seven or your phone but

its value is enormous to die because
of its desirability that can actually

then we talk a little bit about where it
was that I came in I already said I wanted

to look at the historical aspects of it so

the the everybody told me that
there were short of staff and

at took a while to realize they were the
federal government has been consistently

defunding institutions
like the Smithsonian and

it's done it must make you why sometimes
they give you a one percent increase your

budget but that inflation's three or
four percent so when people retire there

will get replaced because people don't
have the budget to put though when I came

it was clear to me this was all in the
last six hundred people in the last decade

number were six thousand appointees
be sixty six on six that.

That's a serious problem because if you're
trying to keep those collections going

you're going to burst
specialist people who do that.

And I would go to a collection that was a
very prominent collection is a dark cloth

that used to be five of us here and
there are only two now.

And my problem was there was no
way I could give them any hope.

That we would ever add three.

One But think about the federal
budget the Congress can't even pass

the federal budget I had
a perfect record seven years and

never got a budget ever I had
the whole operation shut down

by people who thought it was a good idea
to shut the federal government down over

some significant issues dumb
it cost an enormous amount

of money to shut the federal government
and restart it and they had the gall.

We can shut it down with those federal
workers don't work on the weekend

this only in the open
every day of the year and

we lost millions of dollars in revenues
and we turned away one million

visitors who that me was the only time
they ever came to this but on and

we turned away because some idiot
could not come to reconcile their

problems in Congress as the dumbest
thing you could possibly do.

So never had a budget on time so how do
you plan right you don't even know what

your budget is going to be and sometimes
you get your budget six months late

in the taste spend it real quick because
you've only got six months left to spend

and it's really not the way to do business
Congress need to get ready anyway

six hundred people down that was a problem
and that's true across the federal people

think the federal government's gotten
better as not it's gotten smaller the only

agency that is bigger today than it
was ten years ago is homeland security

because it was created and it continues to
grow folks every other federal agency is

getting smaller Parks Service National
Science Foundation the Smithsonian

it's all getting smaller because
the budgets are going down so

just keep in mind when you hear
a lot of the stuff that's out there.

OK Well I was also told when I
came to your good fund raiser.

We're going to expect you to raise
money as Missoni as a trust and so

it does both private and public and
I said well yeah we can do that and

have you ever run up campaign before
no we hope you will run go ahead but

by the way you can't use
federal money to do it

glad you got it from where you get the
money how do you are fifty development.

No one.

And that's all I said well if we're going
to do a campaign you gotta have a target

you know and the target for the for
someone in would probably be at least

a billion maybe in the health dollars and
likes Georgia Tech's and probably sick.

Seven years to do it you can do the math
you know seven and a billion and have him

know what it but two hundred twenty
million here so what we've been doing so

here's the record in fund raising these
are all gifts under ten million dollars

and you can see it bouncing around got
up to around one hundred million so

the raising about one hundred million
a year and then you add into the next part

of it is people who are given bigger money
and as you can imagine that's an up and

down Proposition some years
somebody give you fifty million and

next year you don't get that right then in
two thousand and two a guy supposedly made

a commitment of one hundred million
dollars or another never quite be able it.

But that was the only time there
were one over two hundred.

And the next part of this graph is how
much I thought we would have to raise on

a year in year out basis it was
two hundred twenty million though.

Never done it in the history of the
institution and we had to do it next month

so we had to develop a strategic
plan those are the circumstances old

institution a lot of built in habits
thirty boards all with different.

Loss of staffs and the need for
private money to do anything so

how could you have any new ideas
well we thought we could have some

we have a great facilitator gun and Peter
for two and then it's in our own planning

we did more than most of the things that
we talked about though so you got to

explain this on I used to tell people here
that you you asked me to come up here and

help you with this and says I said OK
they said What is this messiah as well.

Really we got air and space and
you've got natural history

we're going to post a movie don't forget
it's very nice moment I'm posting

you got an American Indian movie we're
building an African-American History and

Culture and us all here we have a zoo.

And someone says Will what
do you have a zoo now that

well we have the world's largest
asked a physical director right

now the tropical research that do you
make any sense of this own part of this.

Or here was how do you tell the story

of this institution which is evolved
over one hundred sixty years that's why.

We created the group we decided to involve
as many people as one of the Be involved

and fifteen hundred people physically came
to meetings they wanted to get there or

in the water.

And they were good about it and so we were
able to convince the Smithsonian to these

four so called Grand Challenges and you
see them up there the American experience

for all cultures sustaining Mount Everest
planet and unlocking the mysteries of

the universe and then we added these new
things broadening access it's Missoni and

should be for everybody not for an elitist
bunch of people who want to go to me as I

am are grew up in the country
of Georgia my folks paid for

the Smithsonian and never went there
that's assuming there are people who

live in urban areas kids who
never go to a museum and

never get to this business that's a shame
so we're going to reach new audiences.

Collaboration across disciplines we've got
all these different groups what can they

do together they can't do separately
mission Enabling Act We will be like

Jim Collins said discipline discipline
discipline focus every dime we spend

we will try to spend wisely we will tell
you how we spend it we will be disciplined

in our work and finally will
tackle the big issues of the day

not just a little thing but
biggish next month.

So the American experience
the urgency you know in twenty

years of being no majority in this country
rapidly approaching California is already

there Georgia is rapidly approaching it
as well people get surprised about that

big Hispanic population here
in Georgia and growing.

What's going to hold
this country together.

When there is nothing that
seemingly holds us together.

Except hopefully a common bond and
loyalty to country and

a reason to believe in the country
that the country can change.

For us American Indian American history
the National Portrait Gallery the Air and

Space Museum lever all things
will contribute to that the.

World cultures we have
the Asian Art Museum for

a factor we have the African National
Museum of African Art we have

performing arts groups at the Smithsonian
in the American Art Museum there are a lot

of interest in other cultures and so
we have an interest in world culture

as it is not only is about the world
not about just denies the next life.

And understanding and
sustaining about a verse plan and

so we have all these groups
the Tropical Research Institution the zoo

the natural her Future History Museum
this environmental research So

what can they do together to find how
we can protect our little planet.

A planet where twenty five percent of the
mammal species are threatened over thirty

percent of the birds may go extinct what
can we do to help prevent that likely.

And then of course unlocking the mist of
the universe we still know very little

about the place where we live and
the as a physical missions and so on and

it's very important to help us understand
we have this planet exists in one exists.

So next thing was to brand ourselves
away hard we'll fall in South in

New York City they did a fantastic job
a bit the year interviewing people

the Smithsonian New itself
as the nation's attic.

Of work the North Avenue trade school.

I mean what's good about an attic
nothing you know it's dusty nothing

ever moves in their own people go there
you know people don't go there and

I said you know that's
not the Smithsonian for

godsake this is an amazing place and
after a lot of work they came up

with a stag line seriously
amazing simple but works.

So every time somebody brought
me something that is on in that

that was new US it is that
seriously amazing or just.

Something you would.

Remember.

Is that really define in a technological
research university twenty percent true or

not.

It should get mazing Hemant stuff
is not seriously amazing is it.

And that seriously amazing when
the discovery we work hard to get

the discovery into the Smithsonian came
in on the back of a seven point seven

This is a craft that had
flown one hundred and

forty eight million miles in space
thirty eight missions every time

it was a disaster this was
the the shuttle that went back up

to Georgia Tech men were commanders
of this ship many Georgia Tech

alumni served on the ship every body
has a connection this place and

when it flew around Washington
everybody said the same thing.

That reminds me of when our
nation was really great.

What's that say about us today in other
words we got together as a country

to do something remarkable.

And guess what we spent
some federal money on it.

Right we were willing to do
it we can do it again and

we are still doing it only in a smaller
scale this is a great reminder and

it's a beat up old thing I hope
you go see it it looks like hell.

It DID YOU KNOW IT one hundred forty
eight million miles you know it looks

pretty beat up but that's that's what kept
it going they they passed it together and

kept that thing in space very moving I
stood on that I was right below it and

landed right in front of me.

And I think I thought.

I mentioned the force Geo
thing that we were doing.

With different countries let's think
about saying it in a different Y.

as opposed to just saying we have forty
three sides in the lead stuff you know

well we see the forest and the tree of the
Smithsonian worried about the trees but

if worried about the forest
is worried about humanity so

forest you know is not about a bunch of
trades it's about us right that's what

you have to say that life and we started
thinking in our new plan which encouraged

us to think rather extravagantly we said
when it's funny that we're spending our

time measuring something that represents
thirty percent of the planet Earth what

about the other seventy percent and
so we created Marines you know.

This is different because you have to
you know make sense of the Missoni and

begin to know mix today you have
to have a genome which profile for

every place you go when what you change
in time right so where do we get

the money that is this well guess what
it is the Georgia Tech alumnus and

Michael Tenenbaum who is a scuba diver.

He loves the oceans he's very concerned
about the loss of diversity in the ocean

and he said Wayne and I if they have tobe
a patient when I left us that I'm not

going to go after any tech along for years
but after that statue of limitations run

out and so Michael came to me and he said
I want to help the Smithsonian the message

that Michael you might be instance and
he gave us ten million bucks and World for

now we have these sites many other people
that the thing is sort of you know like

Tom Sawyer get somebody else to do your
work for you so now scripts everybody

wants to be an illness guy that everybody
is willing to pay be in the game but

it will be a tremendous resource for the
future to understand our ocean next line.

All right and we changed our
websites to make them interesting

you know like asking people kind
of crazy questions that used

to relate to something at the Smithsonian
so you can learn about this thing so

down here in the far left it's of what
does a bear do in the woods and by no.

Well we get our information from trapped
him we have about the several hundred

of these around the world and so an animal
walks up near them in a store for

according and what bears do is
they immediately try to eat

Care Bears are hungry all the time and
they seized up and

looks like it's kind of stuck on a tree
might be a beehive and so they immediately

go after the what was a bird and
was trapped in the next life.

PARTNERSHIPS You can't do this stuff alone
you want to tackle a problem like climate

change you don't do it alone because
there's only doesn't have the horsepower

to do it so you create partnerships with
funders with other institutions we have

over two hundred twenty university
partners and around the world and

with funders like the Bill and Melinda
Gates Foundation gave us thirty million

dollars to reach new audiences and
these kind of things that we describe

would point people to like
the plan they give you money for

right through important next like.

When I came to the Smithsonian
the word to know much was not used

because they didn't do
much snow today it's big.

And it's a whole new wave of science
those collections those hundred

twenty seven million
specimens all have been done.

And they've never been.

So the personas busy sequencing to
known them to millions of pieces and

I H been beings and
Baynes of dollars to sequence one measly

species US and the stone is
interested in two million because

guess what all of you ate breakfast this
morning unless you ate something from

an after war we are part of them that.

We store tissue specimens That's
a crowd genic storage facility and

we're storing tissue specimen for
all the capstone places

all right budget versus time
a little bit of information on that

when I came I looked at the balance of
federal and private funding and it.

I've been fairly static and

you see in that run up of zero six
zero seven zero white I came away.

Flat budgets both federal and

private not going out not going
anywhere after we get reduced our T.V.

plan people liked it even the federal
government gave us a little more money but

the private money started really coming in
because people got excited about the place

and the serious amazing as opposed
to being in that next one.

This is what the budget looks
like in twenty fifteen and

you will see federal appropriations
is now about sixty percent

private is forty percent
used to be seventy thirty.

But the private side is going up fast
now not doing anything with the promise

of a nest importance was on it
getting more interesting or.

As far as fund raising is concerned we
kick in our campaign about F Y o nine and

zero ten and you can see it going up and
we had our bogey of two hundred twenty

million three years in a row though they
when I left had raised well over a billion

dollars to their goal will be alive and
they'll easily make the campaign go but

we had to find ways to make ourselves
exciting to donors and the plan helped us

become exciting to do They were like yeah
idea of the strategic plan an excellent.

Education when I came to the Smithsonian
the red a budget document was that big and

I handed it to my guards once
again to hear something funny.

So I asked people what the Smithsonian
doesn't lot of people use the word

education as if it had not one word
coal education in this entire budget Dr.

None of your budget is dedicated to
education and they're the day it's full of

education because that's what this was
on this it's all about education and

it can today reach anybody
anywhere any time next month

other can see all these statistics and the
number of school who think globally now we

make huge amounts of resources available
to schools on science and culture are the.

This is we now have eight education
centers in our museum so in your if you've

been wowed by the exhibitions you go down
to the exhibition center and find out more

and be there with an expert These
are usually volunteer to volunteer and

help us move this is the curious center
in after history it's really a state of

the art the silty you love it if
you go down and see that clip.

I want to just mention digital
because the again when I went to

the Smithsonian there was hardly
anything called it at all it's own and

I told folks that this is your this
is your transformative agent here

because you can do everything
you've ever wanted to do.

With digital and it will help us with our
productivity because we've lost people but

digitally we can replace a lot of these
people who can do things more productive

so we developed us to complement to
the strategic plan called a lever in

the promise of the digital
console the cloud and

this lot is really a mess and
the reason for

it is it's a mess OK because
superimposed on all those museums and

research centers in our cars and
library is all this digital stuff

right and so when you look at the digital
side supercomputing of this only

goes astrophysics and elements they
are in supercomputer right but they do

crowdsourcing they get people to help them
engaged in an activity they do three D.

imaging you know you get
Web sites we have six

million social media followers now and
none when I first went there and so

people really got into it with video
it is that I didn't do it they did but

the landscape had to be defined next flood
it got so confusing that I finally wrote

a book about and I can brag about it
because it's free you go to Amazon and

get all the best of both worlds
great book big bestseller and

free I'm just getting you know
best seller in the relative sense.

Not like fifty.

Shades of Gray This is
a different kind of next line.

That line.

Three D. visualization is a huge future
for the Smithsonian all those objects

are three D. objects and so if you could
make them into a three day things.

You can take them home with you so
today they have a three D. X.

website and
about one hundred objects so for

the white flyer you can actually
get your own copy of the life line.

Be careful if you're going to print
out that you get the right scale but.

You can send it to the companies
that do printing the no print for

you Thomas Jefferson is not
a bronze sculpture he's a print.

We three D. image Thomas Jefferson and

printed them out because we
couldn't afford a bronze sculpture.

As Nick paints and
works off the coast of Georgia and

other places on mammal marine mammals but
we old and he was called up

in Chile had opportunity to see whales
that had died Bob million years ago and

they had beached themselves and he
determined it was through the red tide but

he used three D.
imaging to do all his field work and

then you can print it out and that's a
the world's largest Incidentally three D.

print has probably been exceeded by now
but was that next line you can print

it out yourself it's on a website OK
volunteers if you have all in tears or

physical have a volunteers who
are visible so we created a website for

people volunteer So if you like those
bumblebees we did a tile sixty six

down on a nice Bumblebee has a two
tags on that tells about where it was

discovered what species of the And so what
we do is would we give you an image of

those those tags and you can volunteer to
transcribe that to digital information so

you can search for this wonderful
image we made of bumble bees or

pollen there's a very important partner
in Melbourne know their trouble so

you can help.

We know it's six thousand people as
many physical but the digital and

physical people who are helping us
with our digital transformation

giving them an opportunity
to sleep next on.

The mobile apps everything is all
over the place now if you don't have

least now get it like a picture
release does what country it is and

it will tell you everything about it
three you tell us where you took it and

you are helping us now to arrange
a tree as a crowdsourcing tool.

Next month.

That C.M. but
that lot of going on it is the song

big place serious an amazing place.

The plan helped get us organized
helped us communicate and

it helped us restructure
the entire institution and so

at the end of the day you
might say it was transformed.

But in the beginning we had no
idea we would get much done but

we called a lot of people bought him what
people really wanted to change they really

knew and they knew they were in trouble
and they haven't solved all the problem

there are serious problems there with the
buildings because of deferred maintenance

and it's ongoing because
money's just not there but

it made a big difference in of
our talent to the place and

it was a lot of fun for me to be there to
help out a little bit with this concept so

it's a great place to be in and visit
that enjoy So thank you very much for

inviting me.

Thank you again and now the Flyers Epping
for questions if anyone had me.

I.

Just heard.

OK Yeah well sure I'll try not to
think about that and my eyes meet but

I'm just curious yes.

That's me next year.

Here at Georgia Tech.

Or any life like OK well

you know I love to learn and that was one
of the reasons I came to Georgia Tech and

one reason that went with the zone
in is that I could learn.

More in the enormous amount of this myself
though they've been very nice to me and

so they've given me funding to write
two books and of essentially finished

the first book which is about all those
travelling to all these strange places and

watch the research that was being done in
these really exotic places by people who

were sweating and putting their lives
at risk because they're replacing

the revolutions were taking place and so
that was an amazing experience for me and

it really came down to after I did
all of that of trips to realise or

put them together for the common
theme was well good earth is at risk.

And climate change is certainly
making that much more complex and

so that was something that became very
clear to me the second book is about

where a group and Douglas told you
very small town in south Georgia and

it was going to be just mainly about that
and then I got made up small mistake

I said Was there anything in
the collection about South Georgia and

there is this a lot of stuff it turns out
and so the book really is about all these

incredible things to Zonen collections
that relate to South Georgia and

the stories behind those things
that you know just in terms of art

there's an artist's name Alba Davis
who I didn't know about she grew up

in Columbus Georgia African-American
woman she left when she was about ten

to Washington D.C. but she always
said she painted later in life and

she became an unbelievably great
contemporary artist under-appreciated.

Her ability to deal with colors and
patterns is unparalleled and she said it

was where she grew up the force the rivers
all the things she saw were things

that stimulate her and so I never knew
Al what I was it's all sort of my part.

I never knew they McIntosh County rain
showers who are remnants of the slave Rice

cultures who created their
own culture get you culture

is opposed to guerrilla he says.

You know and I didn't know much about
the Native American period when

they occupied this part of
the world before we got here.

And it's an amazing story any balding
Florrie we're just beginning to learn

there but as well there will be
a mountain element there are hundreds

of melding self toward one another and
its own and has objects from many of those

excavations were made of the known and so
I've been to the collections and I've seen

these things and I've gone to the sites
the mound and I've seen where they came.

The story of self discovery.

So that event Georgia Tech had been left
up to an office in a fabulous assistant.

And so
I'm doing some teaching odds and ends.

Up in class and management I'm doing
joke something a job I call flat and

I'm working on that new leadership option
in engineering which is coming while we're

nicely and I'm working for
Dr Peterson on the promise scholarship or.

Were there lessons you learn while you're
president of Georgia Tech hospital and

things that didn't go your way that you're
then later able to apply My secretary

the Smithsonian and achieve success
get everybody heard the question

did you select from OK not everything
applied you know because Georgia Tech

a pretty unique place I think the reason
people thought I might be able to do

the Smithsonian job was that and people
forget about this the Smithsonian is like

a public university is far more like a
public university as a private university

because its funding streams is mixed right
it comes from the federal government

Georgia Tech get some
money from the state.

Of the for Sony has the earnings all way
it worked in the old philanthropy and new.

You know something awful and three.

The other thing that this very much alike
is they both are built on a core ethic of

creation of knowledge and diffusion
of what you've missed disposition or

education or any and if you don't

you know that's what people the collector
before me I don't think when I'm stood.

Is that it's a Smithsonian
stop doing it would die.

Because it couldn't continue
to expand its own people so

one of the collections stopped growing
good question I asked when I first came

I mean if you have a problem maintaining
collections Mariani anymore and the answer

is history doesn't stop you know we don't
want to say well there was just ten

years there we didn't get any funding so
we just didn't document anything.

You know and guess what we're still
learning about the war with Evan Wright so

we're making discoveries every day about
how it was species in that are documented

there that we have a division of elections
people follow elections what we have

elections over years but there is this and
we're creating a new museum after American

history culture which is a fabulous
museum and it really is about not just

African-American but it's about how we all
chains because African-Americans are part

of our culture and our substance and
we all are better for it and so

it's an amazing story for example that
started well before this country existed

because there were slaves here and
free blacks before this country existed.

And it's a story about only from then you
know lazing story so that was part of it

now what was different was the Smithsonian
did not have a basketball or football.

For which I was a turn
to Lee grateful but.

It did have a zoo you can draw your own
conclusions about how those might compare.

But you know a lot of similarities in
an odd way in the one thing was when I got

there or not or looking at all these
numbers I mentioned a couple times.

Physical Plant so
I was a psyche the endowment is and

the campaign was a site though there
were a lot of a lot of similar in that

the difference also isn't of course the
way to educate people because as you know

when you go to the Smithsonian museum or
in a museum we can if you have a child

that big that a child can
learn in the museum and

if you're my age you can organize them so
the demographic for

learning is much bigger and
the expectation at the Smithsonian and

as several college president friends tell
me there are at least a hundred really

five research universities in the States
there's only one Smithsonian.

And the Smithsonian occupies over
central place in our consciousness and

it is the one entity that can speak
to people in a very broad sense and

the same time also speak to all
the federal agencies all the other federal

agencies and the Congress and
to the executive I was you know that

because of this peculiar way it was
created to have the governing board which

are reported to the board INS up with
the chief justices the chancellor and

the reason that is Chief Justices
have a lot of tenure.

They vice president is a vice chancellor
not the chancellor because vice presidents

do come and go and some of them
don't have the best reputation.

And then you have three
members of the Senate and

three members of the house respect
both of which reflects the majority so

they can change and election then
you have nonprofits of the city.

And have been twelve Regents from the
state of Georgia over one hundred sixty

nine years and
in the Smithsonian's history some of whom

were before the Civil War and they got
booted out as recently as civil war but

we have one now David Perdue our
new senator is one of the senators

representing the song Doc talk
about what you really enjoy

it's a great way to learn about America.

So.

One of you who might.

Know Everybody else can hear.

How did the large entity that
is the Smithsonian with so

many stakeholders pivot to accept
these new technologies that came out

after the strategic plan was
actually developed Well OK so

part of this pre-planning process you got
to figure out some ado and it's been shown

in with in pretty bad shape so I couldn't
wait for the strategic planning to go so

I add up this of a lot of people enough
people to who are really interested in

the possibilities of techno and I have
a feeling that there was a desire and

so we did something Colton's on in
two point zero and we invited thirty

people from private industry Silicon
Valley everybody it's a come back and

spend two days with us and go through
the collections and see how we work and

win by to thirty people who are volunteers
in the Smithsonian to participate together

and they got together and they had
a fabulous experience and we learned so

much and what I learned from it was and
that the thirty people who showed up from

of the zone and were a bunch of old
fogies they were really sharp people and

some of them are really into social
media early on and all this stuff and

so it really with an eye opener for

me that there were people out there just
waiting to be told it's a good idea and

when we did that so
that really got us going and

we realize there are a lot of champions
after they get these done and as I told

people Look this thing about digitization
a collection just think about that so

you got six hundred people you know a lot
of them lost in the collection and so

what the collections mean so

you as a scientist from Russia
one look at our collection of.

Yellow Jackets and so in the old
days you would have to come here and

you'd have to go tell somebody
that's what you want and so

I walk out like to see this kind of
this can this guy and that person

the curator who should be spending
time protecting the collections and

doing would have to go find those things
and then be in the cabinet somewhere and

pull them out bring them
you'd have to sit in a room.

Because you can't go on with.

Life and so
that person kind of hangs around and

then when you say I'm finished
they have to haul it back and

hopefully get it will right place as a lot
of nonproductive now you digital and

social work that person rushed into
the home and see everything and

they need unless they need to come in and
talk to someone and but it means for

the curator they can ask in their
time a what they need and are done so

it made up for the loss of that plus all
those post docs was another way we could

attract more post offices and song they
could do the work of some of the curators.

And so we're able to really get a lot of
big announcement to get both offers for

something but there was a lot
of interest in doing it and

it's been it's a powerful thing
on all levels taken in productive

activity protection of
the collections Alderson.

Higher I mean in Applied languages and
in a cultural studies I'm wondering

what advice you would give to someone
about how to work towards working for

this new thirty and in the future
what kind of jobs are available and

when and just in OK any means of
that I know it's a good question and

the answer is as another thing I
tried to do was to to reenergize

the idea of making it easy in transfer for
people to do exactly what you wanted

because what I found I did have entered
was based on of the ten of the come from

George Washington Georgetown just a local
university that wasn't healthy so

I said you know we should be drawing
people from Georgia and California and

Massachusetts and so were we hired
a good person who is absolutely superb

at working with intern or whatever and he
created a fabulous website every interne

position that you're at the Smithsonian
is available to you on that website and

the population processes is open and
clear.

And so about fifteen or
previously the deterrent for

most people many of the folks in
the internships are funded not all but

most of them are and some people go to
schools that fund internships at the same.

The other way to do it the deter
Is this funny place alone was

not cheap to stay there and so you have to
make sure you got all those ducks in a row

before you get there but it's a fabulous
place and with all this digital were going

on there's a lot of room for
Georgia that could be up there.

And so
I would encourage you to think about.

It with.

The doing it's an honor to sit here I
just wanted to ask one thing that in

seeking to get all of the outreach
of this it's not this it's money and

it's reached to the public and
it's die was operations area and

there's something in terms
of ended up in it in.

Start ups can be done if it's
a Smithsonian on it they can be part of

a steed into being the end
of lead to an easy money so

that they can keep doing what they
are doing and didn't make the money and

need to get the money that they
need to do it OK Did you hear them

make sure I was that it was
a question startups and reach for

this is an eon they're going to
reach in terms of startups for

the Smithsonian Yeah outreach
that reaches the question and

this is a need in terms of start over
start up but both of those were sort

of not really in the startup business as
much as like Georgia Tech with it but

it does a lot of outreach for anybody
who's an entrepreneur because we have to

just not only have to be responsive
to everybody who wants to work there

anybody can read all the things that
are doing in digitalization For

example we get a lot of people requesting
to participate with us and it is as I said

because of persona really the cutting
edge of digitization The problem is not

everybody can do it but
you can submit your qualifications and

we have had start up companies come in the
some have been successful the easiest way

is to volunteer to do it for free.

Yet they question today.

And.

So.

The business world right now is shifting
a lot more from operating on its own and

only really listening to the board
of directors and others to.

More building partnerships with others
in their industry so I Apple and I.B.M.

striking up an unlikely partnership
Delta I mean we we are in a very

limited sense expanding our network that
we fly ourselves in more just building

strategic partnerships with other airlines
that used to be competitors and so

you know you threw up a slide that had the
sponsors really saying you know Bill and

Melinda Gates Foundation and the other
universities institutions but what about

those what about those tech companies
from Silicon Valley what about your.

Deltas who have a don't as
a Flight Museum here in Atlanta and

other companies that are in the for profit
business that might be able to partner

with the Smithsonian have you guys or did
you I guess build a lot of partnerships so

it's all pretty much open to anybody
who want to partner if it but

it's got to be your equal partnership in
other partnership or work for both groups

I will say and I didn't mention speaking
about sort of the other side of it like

the home museums the sort it has something
called the National clearly it's a program

and when I was there we had of
the sixty institutions to it so

these are institutions that
were loaned things too and

today it used to be just about
global corporate collections so

the High Museum can always get things
from his own group they meet standards

they'll take care of the collections
they'll ship them greatly moved tell you.

The level History Center believe it or

not the aquarium goes from tornadoes and
all flow we're going to ocean

is is one of our partners to tell us
museum up in court for which incidentally

probably one of the finest regional
plasters will in the world will.

Have a fabulous collection for any.

You're interested in jewelry out there and

Jim right now is the best in
the world you should go see so

that's one way which we partly but
with other museums and

those kind of institutions we just fourth
quarter with businesses and things like

that we have to be killable careful
because we have to follow the rules about

acquiring services and but we have to
mow you with Oak Ridge National Lab as

an example for forever because of
all this work into moments that

they're loaning as part of their you know
their the largest computing capacity and

they're dedicating a part of their
capacity to the Smithsonian gotten word

search engine or
mix we signed an agreement with USA ID You

would never have one of those before
USA Today works all over the world and

spend money in those countries and the
country with money against it and so what

the Smithsonian can do who work in hundred
forty countries we can work with them for

example in Armenia they have a huge need
to help their economy one way your helper

a colony is through eco tourism or tourism
and they don't have any tourism but

they have great historical sites of
the Smithsonian when they are the money is

helping that of Armenia develop an economy
that will sustain them in the future and

view them away from communism and other
people who would become dependent on.

The USA It was the State Department we
have also an image you were helping for

example in Iraq and Syria to help people
understand the monuments are being

destroyed and we do monitoring with
energy satellite imaging to help

people understand help a government leader
understand what's happening with ISIS.

And that bombing and so forth has gone.

So we have those kind of them
yes the the challenge for

us has been with the tech industry is and
with any interest or

sometimes as a profit motive we have to be
careful about what that profit motive is

because if you do work with
the Smithsonian we put public money in it

you know you really can't there has to be
a contract rather than a partnership in.

In since we had a fabulous experience
with our transcription work work

those were three people who came out of
Silicon Valley and they agreed to work for

a federal government so
our four year which we paid for

the problem on that transcription
center wouldn't have existed

without those three individuals and
it's been pedal for the three D.

imaging of being done almost
entirely with corporate money and so

all of desk as an example is very
interested in the Smithsonian work and

they're interested not so much in making
money all their learning things that will

help them in their businesses
just not a direct line but

they were interested in
helping to finance only and

get these wonderful objects out to the
public and to teachers and to students and

lifelong learners so it's a really good
bill and tropic motive but there's no

question in these things that there is a
relationship is going to benefit them and.

So there are many many companies that are
involved has been sown in that way where

someone we have all of our solar cells
are donated all of our buildings and

so the our Carousel which
was built moneymaker

is only carousel in the country that
operates entirely on solar power and

that came from Pepco who gets the credit
for philanthropic donation of the C.E.O.

Pepco just happened to be
a Georgia Tech alumnus.

So yeah there are a lot of but it's one
of those things where you have to enter

into the partnership there has
to be a mutual attraction and

then secondly you have to make sure
you've got the rules of the game like.

You know I will tell you for
example well I'll go go you little time

I was in China recently and you can use
Google in China really was a blow but

Google came to us and said we would
like help you were digitization and

when we're finished we're going to own the
images and we said no you can't do that

that's all we own our collection and
if you did you of these things and

walk away and
leave us with nothing then that's not.

Good thing so we work with a company
called I'm looking on them and

it the way they work it
is as they come in on and

they've digitized their images
because with the digitization thing so

huge area will never get it done and
so they did it ties in August and

they have seven years where they can make
a product out of what they did to time but

they give us the images back so we can use
them any way we want to other than compete

with them but after seven years all that
through often we can do anything with it

but it's a great way for
us to to do it and

they do work are all the British
museums but they're very very they have

all the equipment all the staff they
just come in and do it it's amazing when

they get going and all of the stuff has
now been put on configurable because they

don't you know the old days if you one of
the image even a two dimensional object

you have to use like the Xeroxing on your
printer or making a copy of your art and

they can assume we have to put a certain
place right with this new concept if you

just throw the stuff out there to be
carefully put in the Camel finder.

And take a perfect image.

So the technology is getting used
to productive in terms of imaging.

But the Gilson go to the company.

So we know where you work with Google for

example the Street View thing
they've done server music industry.

You know everybody has to come into
it with an idea about what the rules

are because Congress and
all the watchdogs are out there.

OK That was our final question thank
you all for such great questions and

thank you Dr class for taking the time to
talk with us today here is a little token

of our first she said at the family.

Thank you any appreciate that and
this is one of my getting here.

I think if I do this you
know I'm nice a C.H.

and it's not a slug you know and
I don't I think.

We all can learn a lot from you know my
God you got to take away a little bit and

not say thinking thank you very much and
thank you guys thanks for telling.