Interview: Ashmolean's Head of Digital Collections, Dr Aruna Bhaugeerutty
We chat navigating complex decision-making structures in university museums, good leadership and what digital change looks like in the sector
Aruna is Head of Digital Collections at the Ashmolean Museum and also leads digital strategy across Oxford University’s museums. Her role blends strategic oversight, digital infrastructure development, and transformation leadership. “A lot of my work is about stitching things together – aligning top-down goals with bottom-up expertise and keeping digital initiatives sustainable once the project funding ends.”
She also sits on boards including the Museum Data Service and Collections Trust, contributing sector-wide insight into digital transformation, governance, and strategic planning.
In this interview, she shares her views on what makes digital change succeed, why leadership isn’t just about hierarchy, and the power of listening – especially when you’re the one asking for money.
You’ve led many successful digital change projects – what’s made them work?
It’s multi-tiered. You need buy-in from senior leadership and also freedom for the delivery team to do what they’re good at. But crucially, you need careful management in the middle – someone to interpret strategy, advocate upward, and make sure things stay on track operationally.
That middle bit is a lot of my job: connecting the dots between vision and delivery, and ensuring that what we do is actually aligned with what the organisation needs.
But underpinning all of that? Funding. And governance structures to steer that funding properly – across projects, programs, and into long-term services.
Sustainability after a transformation project ends is often overlooked, and I spend a lot of time smoothing that transition.
And when do things not work out?
Funding again. Lack of it leads to loss of skilled people and institutional knowledge. It’s frustrating to see talent walk out the door because we can’t secure longer-term support.
Another issue is short-termism – systems and data practices that aren't future-proofed. Without solid policies or clear processes, new initiatives struggle to take root. It’s not just about launching something; it’s about making it stick.
And of course, lack of understanding. Convincing people of the value of digital work that pays off later is tough. During COVID, the value of digital collections became much starker because there was no other access. But before that, it was harder to get people to take it seriously.
What helps make the case for digital before it becomes essential?
Unfortunately, real-world failures. The British Library cyberattack and the British Museum loss of items were tragic, but they’ve become useful case studies to demonstrate what happens when digital infrastructure isn’t properly resourced.
When everything’s working, people don’t notice us. So part of the job is storytelling – reminding stakeholders that good digital systems are quiet but vital.
Within Oxford’s structure, whose ideas tend to get funded?
It can happen at all levels – top-down, bottom-up, and sideways. From Pro Vice-Chancellors looking at research infrastructure, to divisional strategies, to team members with a niche idea they’re passionate about.
When it works best, it’s because all levels are aligned. If a curator really wants to digitise a collection, they can bring in external funding. We support that by costing out the resources and helping scope a credible project plan. That kind of collaboration gets results.
Sometimes it's more opportunistic – someone in my team has an idea that aligns with our strategic aims, so we run with it. As long as things are broadly pointing in the same direction, it works.
You’ve seen digital decision-making inside and outside university museums. Any differences?
Yes and no. Everyone feels like they’re struggling with complexity and change, and that’s because the whole field is complex and always changing.
Working with external boards reminds me that even the most confident-seeming institutions are asking the same questions. There’s a lot of shared learning in the sector, and often, we’re all more on the same page than we think.
Are some types of governance more effective for digital change?
In my experience, change often comes down to a few key people working well together. A shared vision, complementary skills, and collaboration across boundaries can make big things happen, like the Museum Data Service, which is a brilliant example of sector-wide cooperation.
What does good digital leadership look like to you?
Honestly, I don’t think you even need the word “digital” in that sentence. Good leadership is just good leadership. It’s about people. It’s about purpose. It’s about being kind.
You empower people to do their best. You listen. You navigate systems. That’s true in any context, whether you’re working in digital or not.
You sit on a lot of national boards. Any advice for someone new to that environment?
First: listen. Boardrooms are full of people with big titles and strong opinions, but listening is an underrated skill. Try to understand what people care about and respond to that – not just push your own agenda.
In my early days, I read everything, partly for confidence. Now I don’t always have time, so I rely on summary paragraphs and instinct. I still ask, “Can you just summarise this?” – and that’s totally fine. If someone can’t explain their point in five minutes, maybe it’s not clear enough yet.
And remember: your view is valid. Even if you’re not the most senior person, you probably have insight that others in the room need. Over time, you’ll build confidence – and maybe become one of those “gobby” board members who speak up a lot. (That’s me now, and I’m fine with it.)
How do you help people understand the importance of digital when they’re not digital specialists?
It depends on the person.
For audience and content directors, I’ll talk about diversity and access. For ops leads, I’ll focus on efficiencies and cost savings. For curators, I might frame it as research infrastructure. For university committees, I quote their own strategic goals back at them.
Tailoring your pitch to each stakeholder is key. The same project might be described in three different ways depending on who I’m speaking to. That’s not spin – it’s knowing your stakeholders.
Have you ever felt that digital funding comes at the expense of other areas?
Definitely. After COVID, our organisation had to make some tough decisions. Digital came out as an area of growth, but that was made possible partly because other areas were cut. It wasn’t easy.
Being part of the University provides us with some insulation from the kinds of cuts we have seen in other parts of the cultural sector, but I still have to spend a lot of my time fighting for funding to deliver vital projects.
We always have to make a case that digital is core infrastructure, just like the physical estate. They’re both essential.
For someone looking to step up from a delivery role into digital leadership – any advice?
Start by doing. You gain credibility and confidence by getting hands-on experience, even if things go wrong. Learn from failure.
Then, stretch yourself. Take on more. Follow your curiosity. That’s how I moved from entry level into leadership – gradually taking on more responsibility and realising I loved the strategic part of it.
Combine that practical experience with intentional development – take courses, ask for mentoring, build leadership skills. The combo of domain expertise and people skills will set you up well.
Final question: where do you see real change happening regarding digital in museums today?
In people. People who care, who believe in the mission, who collaborate to make things happen.
I genuinely think that’s the magic ingredient – passion paired with purpose. That’s what keeps me in the sector, and that’s what drives the change-makers I see around me.
Have you led a digital change project you’d be happy to talk about? Museums Computer Group (MCG’s) annual conference this year will be at Birmingham ThinkTank on 5th December. The theme is ‘Seize the Tech’ - exploring how we can use digital systems for public benefit. The Call for Papers is now out, deadline 23rd June.