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Models of innovation-sustaining and disruptive are discussed. How can libraries respond. How are they responding. What strategies might libraries adopt

Models of innovation-sustaining and disruptive are discussed. How can libraries respond. How are they responding. What strategies might libraries adopt

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Efficiency innovation Efficiency innovation Presentation Transcript

  • innovation and efficiency Dawson day kenchadconsultingKen ChadKen Chad Consulting Ltdken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com
  • my perspective: technologydriven change, library systemsin their broadest sense,helping libraries to be more kenchadconsultingeffective.today I will put a stronger focus on academiclibraries
  • in a period of disruptivechange where should wefocus our investment? kenchadconsulting
  • kenchadconsultingA response to ‘Empower, Inform, Enrich. TheModernisation Review of Public Libraries. Aconsultation document.’ DCMS. December 2009
  • where should we focus to get the best return? kenchadconsulting Strategic sweet spotAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  • thinking about innovation….. kenchadconsulting
  • models of innovation sustaining kenchadconsulting disruptive
  • sustaining innovation• targets demanding high-end customers (that’s you!)• better performance• incremental— year-on-year kenchadconsulting• some innovations are breakthrough-- leapfrog- beyond-the-competition (open source LMS, hosted/cloud systems?)• established companies/organisations/institutions almost always ‘win’
  • sustaining technologiesEstablished organizations are generally good at change thatinvolves sustaining technologies. They know the needs oftheir customers and how to work with and listen to them.Service models are effective because they have been kenchadconsultingrefined over long periods.The Innovators Dilemma: Disruptive Change and Academic Libraries. By David W. Lewis. LibraryAdministration & Management 18(2):68-74 Spring 2004.
  • examples of improvements andefficiencies based on ‘sustaining’ innovation (from today’s earlier presentations) kenchadconsulting • shelf ready books • new discovery services
  • disruptive innovation• not about better products to established customers• not as good as current products• ..but simpler, more convenient, less expensive, to less kenchadconsulting demanding customers• entrant companies organisations/institutions can „win‟
  • a disruptive product or service typically….is ‘good enough’ for low-end consumers. Theydont need a ‘fully featured’ producthas a significant cost advantage kenchadconsultingis simpler and more convenient to use thanmainstream products
  • disruptive technologiesEstablished organizations generally fail whenchange involves disruptive technologies, andorganizations at the periphery or from different sectorsmost often succeed. kenchadconsultingThe Innovators Dilemma: Disruptive Change and Academic Libraries. By David W. Lewis. LibraryAdministration & Management 18(2):68-74 Spring 2004.
  • disrupting universities?‘Universities are now just one source among many forideas, knowledge and innovation. That seems to kenchadconsultingthreaten their core position and role...‟
  • no entrance requirementsno feeseveryone can take a courseeveryone can create and revise teaching materialsanyone can participate in the learning activitieseveryone can teach a course kenchadconsulting
  • ‘..organize the worldsinformation and make ituniversally accessible anduseful.’ kenchadconsulting
  • ‘Google opens up vast resources to many more people, but atthe same time it undermines the role of universities as kenchadconsultingstores of knowledge.‟
  • results of disruption…..In the end, libraries may be serving only a small number of…customers without any significant decline in the cost ofservices. This is not a sustainable position, and whenthis happens, library services will either collapse or kenchadconsultingneed to be radically restructured‟.The Innovators Dilemma: Disruptive Change and Academic Libraries. By David W. Lewis. LibraryAdministration & Management 18(2):68-74 Spring 2004.
  • disruption…when will it happen?‘Change will not be instantaneous, but it will berelentless‟.‘The structures and practices of libraries will no morewithstand the technological changes we are facing than the kenchadconsultingscribal culture withstood the changes brought on by theprinting press’A Model for Academic Libraries 2005 to 2025. By David W. Lewis. Paper to be presented at ”Visions of Change,”California State University at Sacramento, January 26, 2007
  • Extinction timelinehttp://www.nowandnext.com/PDF/extinction_timeline.pdf Richard Watson: ‘As usual this is partly a bit of funso don’t take it too seriously! ‘
  • is there any hope?The noise of information and knowledge needs kenchadconsultingfiltering; students need guidance and expertise. Theyalso need the ‘brand value’ of institutions and thevalidation they provide. Universities have to capitalise onthe connections and relationships made possible by thenew information technologies.
  • A casual Google search may well be good enough for adaily task. But if you are a college student conducting hisor her first search for peer-reviewed content, or anestablished scholar taking up a new line of inquiry, thenthe stakes are a lot higher. The challenge for academiclibraries, caught in the seismic shift from print to kenchadconsultingelectronic resources, is to offer an experience thathas the simplicity of Google—which users expect—while searching the library’s rich digital and printcollections—which users need. Increasingly, they areturning to a new generation of search tools, calleddiscovery, for help’The Next Generation of Discovery The stage is set for a simpler search for users, but choosing a product is muchmore complex. By Judy Luther & Maureen C. Kelly Library Journal. 15th March 2011http://www.libraryjournal.com/lj/ljinprintcurrentissue/889250-403/the_next_generation_of_discovery.html.csp
  • or to put it another way........“Why is Google so easy and the library so kenchadconsultinghard?”Visualize the Perfect Search. By Carol Tenopir. Library Journal. 1 March 2009.http://www.libraryjournal.com/article/CA6639354.html?industryid=47130
  • discovery service procurements last two years From the SCONUL Higher Education Library Technology website http://helibtech.com/ProcurementsKeele University - Summon 2011 University of Dundee- Summon 2009Middlesex University - Summon 2010 University of Edinburgh- Summon 2010Northumbria University Summon 2010 National library of Wales- Summon 2010Royal Holloway - Summon 2010 Imperial College London -Primo—Nov 2010 kenchadconsultingSheffield Hallam - Summon 2010 University of Nottingham - Primo—Nov 2010University of Huddersfield- Summon 2009 Loughborough University - Primo—Nov 2010University of Leicester - Summon 2010 University of Manchester - Primo—Nov 2010University of London Research Library The University of Sheffield -Primo—Nov 2010Services - Summon 2009 Queens University -Encore March 2011)University of Surrey - Summon 2010 University of Kingston Primo April 2011University of Wolverhampton - Summon 2010 UCL Primo April 2011Abertay Dundee - Summon 2010 University of Salford Primo April 2011Glasgow Caledonian- Summon 2010National Library of Scotland - Summon 2010
  • if we’ve invested to make resource discovery moreeffective can we made resource kenchadconsulting management more efficient?
  • how can we reduce resource management costs? kenchadconsulting
  • do you know how much it costs to manage your resources? Total annual cost forCosts (large UK research library) Hardware Software Staff each system kenchadconsultingPrint management (LMS) £8,500 £158,000 £141,500 £300,000E-resources management £22,00 £70,500 £92,500Institutional Repository £22,500 £56,000 £202,500 £281,000
  • strategic approaches to reducing costs kenchadconsulting
  • resource management efficiencies - - move to ‘e’‘There are clear savings as fewer paper items are processed... But I suspect that few libraries have clear strategiesas to how to manage this migration and how and whenthey will reclaim resources. Nor do many libraries seem to kenchadconsultingbe in a hurry to do so’.A Model for Academic Libraries 2005 to 2025. By David W. Lewis. Paper to be presented at ”Visions of Change,”California State University at Sacramento, January 26, 2007
  • sharingkenchadconsulting
  • open dataOpen data provides a platform onwhich innovation and value generationcan flourish. If governments publish theirdata and get out of the way, the applicationsthat people want will emerge kenchadconsultingOpen for Business By Nigel Shadboldt. Open Knowledge Foundation Blog. 3rdApril 2011 http://blog.okfn.org/2011/04/03/open-for-business/
  • Open data can reduce integration costs,improve transparency and harness theinnovation of others.If you release your data then others will developapplications that make best use of it – providing kenchadconsultingnew services that benefit you directly, like all ofthose free travel apps that the travel companiesdidn’t have to write, but which nevertheless drivepeople onto the transportation network.Open for Business By Nigel Shadboldt. Open Knowledge Foundation Blog. 3rd April 2011http://blog.okfn.org/2011/04/03/open-for-business/
  • kenchadconsulting
  • letting the data go enables value tobe built at scaleOpen for Business By Nigel Shadboldt. Open Knowledge Foundation Blog. 3rdApril 2011 http://blog.okfn.org/2011/04/03/open-for-business/ kenchadconsulting
  • Web-Scale The Web is all about scale, finding ways to attract the most users for centralized resources, spreading those costs over larger and larger audiences as the technology gets more and more kenchadconsulting capable.Chris Anderson
  • scaling-up.. The Ohio Library and Information Network, OhioLINK, is a consortium kenchadconsulting of 88 Ohio college and university libraries, and the State Library of Ohio, that work together to provide Ohio students, faculty and researchers with the information they need for teaching and research. Serving more than 600,000 students, faculty, and staff at 89 institutions, OhioLINK’s membership includes 16 public/research universities, 23community/technical colleges, 49 private colleges and the State Library of Ohio.
  • scaling-up‘A blueprint for sharing services: Civica SELMS consortium reshapes libraryservices for five million people in SE EnglandCivica is helping to transform library services as well as creating a template forsharing of other departmental services through the South East Library kenchadconsultingManagement (SELMS) consortium which has now expanded to elevenmember authorities providing services to over five million people.‟http://www.civicaplc.com/UK/News/Press/SELMS+Civica+press+release.htm
  • scaling-up: dataMoving appropriate data to a network level data ....is afirst step in re-engineering library systems [which] havecreated silos of data, often locked inside proprietary systemsand databases.It is important for libraries to own and control their data kenchadconsultingresources; to be free to share them, provide access to themand to expose the data. It is less important that the librariesown or run the software that manipulates and manages thedata. The Networked Library Service Layer: Sharing Data for More Effective Management and Co-operation. ByJanifer Gatenby. 30-July-2008 Publication: Ariadne Issue 56http://www.ariadne.ac.uk/issue56/gatenby/
  • scaling-upCollection Acquisition and Management at the Network LevelAs library collections are increasingly shared, there may besignificant advantages (in terms of both cost and efficiency) inmoving more acquisitions and licensing data andprocesses to the network level where they can beshared among the ILS, ERM and repositories and with other kenchadconsultinglibraries. Moreover, libraries are finding their ILS acquisitionsmodules inadequate for managing the acquisition of the newerparts of whole collections. There is already a clear need for theacquisitions of the three parts of the collection to be managedas a whole; moving data to the network, thereby enablingshared network services, is one solution. The Networked Library Service Layer: Sharing Data for More Effective Management and Co-operation. ByJanifer Gatenby. 30-July-2008 Publication: Ariadne Issue 56http://www.ariadne.ac.uk/issue56/gatenby/
  • scaling-upShared Service(s) for Electronic Resources Management(ERM) kenchadconsulting„This project is helping to understand how ‘abovecampus’ (consortium or national) electronic resourcemanagement might benefit university libraries andwhat functions such a shared service mightencompass. ’http://helibtech.com/SCONUL_Shared_Services
  • sharing & scaling-up Sheffield University ‘The University Library is seeking to procure a unified library management system ‘ ‘work in concert with a vendor and other interested research librarystakeholders to contribute towards the design, development and delivery of a next generation library system which will produce a unified resource kenchadconsulting management approach to the full spectrum of library collections.‟ And‘The University Library has a strategic preference and a clear business requirement for a born cloud based system. The library places theutmost importance on the architecture for any new system being modern, fit for purpose & designed specifically to operate within a cloud environment’. http://www.publictenders.net/tender/103132
  • sharing & scaling-up workflows kenchadconsulting
  • making savings? ‘If it eventually delivers what it promises, full implementation of Alma should deliver staggering cost savings; “50 per cent ofthe total cost of ownership” according to Jo Rademakers of the Catholic University of kenchadconsulting Leuven’ ‘Streamlining workflow—cutting costs’ By Elspeth Hyams CILIP Update May 2010
  • where should we focus to get the best return? kenchadconsulting Strategic sweet spotAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  • what’s your strategy?Strategy is related to the mission but, whilst a mission statement mightbe shared amongst several or even many institutions, the strategy willbe particular to the organisation. This means finding three coreelements:-Objectivethe single precise objective that will drive the organisation over the next kenchadconsulting5 years or so.ScopeWho are your customers? What is outside your scope?—what won’t youdo?AdvantageUnderstand the value that the organisation brings to the customer. Thisis the most critical aspect in developing an effective strategy statement.Adapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  • elements of a strategy?1. Complete the migration from print to electronic collections andcapture the efficiencies made possible by this change.2. Retire legacy print collections in a way that efficiently provides forits long term preservation and makes access to this material availablewhen required. This will free space that can be repurposed.3. Redevelop the library as the primary informal learning spaceon the campus. In the process partnerships with other campus units kenchadconsultingthat support research, teaching, and learning should be developed.4. Reposition library and information tools, resources, andexpertise so it is embedded into the teaching, learning, and researchenterprises. .....Emphasis should be placed on external, not library-centered, structures and systems.5. Migrate the focus of collections from purchasing materials tocurating content. A Model for Academic Libraries 2005 to 2025. By David W. Lewis. Paper to be presented at ”Visions of Change,” California State University at Sacramento, January 26, 2007
  • innovation and efficiency Dawson day kenchadconsultingKen ChadKen Chad Consulting Ltdken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com