Lessons in inside-out transformation from the V&A East Storehouse

Baringa’s COO Network recently had the pleasure of visiting the newly opened V&A East Storehouse where they heard from Tim Reeve CBE, Deputy Director and COO of the Victoria and Albert Museum, London, and Dr Georgia Haseldine, head curator of the East Storehouse, on how the organization has turned what was a costly, non-value-adding closed-door warehouse into an innovative world-first museum.

The theme of our session was “Operational efficiency from the inside out.” The transformation on full display at the East Storehouse fully embraces the “inside-out” philosophy. In a sector often defined by tradition, The V&A team have flipped the narrative, showing how visionary leadership, innovation, an entirely new approach to risk taking and deep expertise can drive transformational change. The East Storehouse is not just a museum—it’s an invitation into the operational heart of the institution.

Here are some lessons the COO Network took away from their visit:

Unlock innovation by changing the risk approach

“Why do we do it this way?” is a powerful question. At the East Storehouse, long-held assumptions have been challenged—like the need for artefacts to always be encased or hidden. Visitors walk through a climate-controlled airlock into a light-filled space, stepping onto a glass floor surrounded by exposed collections. It’s like descending through layers of time—each visitor becomes an archaeologist on their own journey, are encouraged to explore, to touch and feel objects with their own hands, to be loud and excited in an environment which is usually hushed and reserved.  A new approach to managing risk was required to achieve this, one that has trust  and innovation at its heart and one which proudly displays expertise in a way which drives customer delight.

Listen to your customers

Museums are usually quiet, structured, and directive places. But the East Storehouse flips this — its philosophy is about letting the customer explore and connect with the art and history in their own terms.

The innovative ‘order an object’ service which allows customers, with some not-as-strict-as-you’d-imagine guidelines, to pick up and touch anything from vintage wedding dresses to ancient Egyptian objects is a first of its kind. Overall, what struck the group was the customer stories that came from those running the service. Objects previously not seeing the light of day for decades being enjoyed and providing inspiration to people from all walks of life – it is a great departure from how people normally interact with antiquities.

Trust your people

By empowering staff to “be brave”, removing the previously strict handling guidelines and giving them ownership, the East Storehouse has boosted employee satisfaction, creativity, and pride. As a visitor, one can feel it in every interaction.

Spaces are designed to breathe life into artwork - murals come to life being used as they were intended – true for the famous Picasso ‘Le Train Blue’ giant canvas found hung. Not only is the artwork on full display and not behind glass, dance and celebration is taking place around it and the experience of the customer is transformed.

Put your expertise on display

Art is not the only thing on display at the East Storehouse. The intention from the start of the project was to also display the expertise of the museum teams themselves. The way that the objects are selected, the way in which they are displayed (cannot miss the Agra plinth seen through a glass floor) are explained carefully but in a way that inspires rather than lectures or causes a ‘step back, don’t touch’ reaction.  The way in which the venue puts this on display leaves people with a real appreciation for the amount of effort and the level of expertise required to look after this treasure trove in such an open and innovative way. 

“Be brave and show the thinking” – a lesson we can all learn for our own work and the work we do with our teams.

Use AI to amplify human expertise 

AI isn’t replacing curators — it’s enhancing them.  

By combining curator knowledge with AI tools, the V&A is creating new value — from generating object-handling guidelines based on materials and condition, to enabling hands-on experiences with artefacts that would otherwise remain behind glass.

Leadership matters

We know that 70% of change initiatives fail due to weak leadership, poor vision, or lack of modelling from the top. That’s not the case here.  

The V&A teams ability to lead through uncertainty — post-COVID, during fiscal tightening, and under public scrutiny — turned a necessary, costly move into a strategic triumph. When asked if he had envisioned the outcome at the start or if it had emerged as the project developed, Tim Reeve, COO stated that this is exactly what they had wanted to achieve. And an unfailing focus to deliver the result is clear to see.

Continuing to Innovate: Lessons from David Bowie

The V&A's commitment to innovation is perhaps best illustrated by their upcoming dedication to David Bowie, who donated his entire catalogue to the museum. It's no surprise that artists from all walks of life choose the V&A to safeguard their legacies—long after their physical presence has passed. The message is clear: take risks, embrace innovation, be unapologetically passionate about your expertise, and share it boldly with the world. As the V&A team put it, “If we kept them all behind a locked door, people would forget about them — and that would be a tragedy greater than any.” This mindset reminds one to not only preserve treasures but to celebrate them, learn from them, and continue building for future generations.  

The V&A East Storehouse is a masterclass in what happens when strategy, operational excellence, and courage come together. It was a privilege to learn from someone who’s not just managing change but reshaping an entire sector.