The research library: scalable efficiency and scalable learning

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As research libraries are being reconfigured in a network environment, two important trends are emerging. The first is to accelerate the sharing of infrastructure, either through collaborative services or with third party providers. The second is to engage more deeply with the research and learning processes of their campuses. As research and learning processes themselves change, the research library has to respond and this makes being responsive and open to learning very important.

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The research library: scalable efficiency and scalable learning

  1. 1. The Research Library: scalableefficiency and scalable learning David Kaser Lecture Series Lorcan Dempsey / @LorcanD Indiana University, 7 October 2012
  2. 2. “ How terrific to see you are the featured lecturer this year. Just thought Id mention that David Kaser was a most terrific library school professor. He was definitely the professor at Indiana who was most influential in my library career and also my favorite professor. I think it is fabulous that you are giving this lecture this year. (OCLC colleague)
  3. 3. Overview
  4. 4. How did you go bankrupt?Two ways. Gradually, then suddenly.― Ernest Hemingway, The Sun Also Rises
  5. 5. Prelude
  6. 6. “ In the wake of increasing enrollment and costs and declining per student state appropriations, the Board is concerned with the continued ability of public research universities to provide affordable, quality education and training to a broad range of students, conduct the basic science and engineering research that leads to innovations, and perform their public service missions. NSB: diminishing funding and rising expectations: trends and challenges for public research universities
  7. 7. The network
  8. 8. “ Colleges and universities have long competed against one another, measuring themselves in comparison to each other and holding tightly to their idiosyncrasies as defining elements of their status. But today, the distribution and reuse of information digitally via the Internet is rapidly changing the game, rewarding those who instead aggregate and scale toward a common infrastructure. It is becoming increasingly clear that neither the challenges that confront colleges and universities nor the solutions to those challenges are unique to each institution. Chuck Henry and Brad Wheeler The game has changed Educause Review, March 2012
  9. 9. “aggregate and scale towards a common infrastructure”
  10. 10. Beyond the mobile web. Stephanie Rieger. http://www.slideshare.net/yiibu/beyond-themobilewebbyyiibu
  11. 11. Beyond the mobile web. Stephanie Rieger. http://www.slideshare.net/yiibu/beyond-themobilewebbyyiibu
  12. 12. • Webscale• Tend to one/two … – Network effects – Massive aggregation – Gravitational pull• Data driven engagement – Analytics – Social• Platform – Leverage for developers …
  13. 13. 65%Discoverability Phase 1 Final Report. Hanson et al. U Minnesota. http://conservancy.umn.edu/handle/48258
  14. 14. Researchers prefer toadopt open source andsocial media technologiesthat are available in thepublic domain rather thaninstitutional license-basedapplications ….. First thesocial media technologiesfacilitate networking andcommunity building.Second, researchers preferto use technologies thatwill enable them access toresources and their ownmaterials beyond theirinstitution-based PhDresearch. e.g. Mendeley, Zotero, Endnote
  15. 15. What has changed? 1The library is institution scale wheremany of its users operate at network scale
  16. 16. What has changed? 2 Libraries are redundantly managinglocal infrastructure which creates little distinctive local value.
  17. 17. Ronald CoasePic: Wikimedia
  18. 18. Then: high transaction costs lead to locally Space Systems assembled collection Collections Services &Now: low transaction costs expertise distribute activities across the network Then: vertically integrated around collection Now: moving apart in network environment
  19. 19. Unbundling
  20. 20. Harvard Business Review (1999)
  21. 21. Attracting and building relationships Develop new with researchers and learners services and have them accepted “Service-oriented”, customization Speed/flexibility important Economies of scope important Engagement Innovation InfrastructureBack office capacities thatsupport day-to-day operations“Routinized” workflows Note: Engagement substituted for CustomerEconomies of scale important relationship management
  22. 22. Space• Being reconfigured Social, showcase and sharing around the user experience • Ad hoc rather than rendezvous around • Meeting place collections. • Exhibitions • Specialist equipment• Moving from • Specialist staff Infrastructure • GIS, Writing centre, to engagement • Digital humanities, … • Research commons
  23. 23. Services• The service turn (Scott Walter)• U Minnesota, ARL Institutional profile: – In alignment with the Universitys strategic positioning, the University Libraries have re-conceived goals, shifting from a collection-centric focus to one that is engagement- based.
  24. 24. MPublishing, U MichiganThe University of Michigan Press, the Scholarly PublishingOffice, Deep Blue (the University’s institutional repositoryservice), the Copyright Office, and the Text CreationPartnership,Salman Rushdie Archive, Emory UPersonal digital papers of Salman Rushdie. Have becomehis reference collection.Scholarly Commons, U Illinois Urbana Champaign... to serve the emerging needs of faculty, researchers andgraduate students pursuing in-depth research and scholarlyinquiry. Access to expertise, hardware and software.
  25. 25. SystemsFocus on engagementResource guides, integration with learning management, widgets, etcRecommendation (aggregation)Move to cloud for infrastructureILS, ERM, Discovery: move to cloud-based solutionsDeep collaborationShared systems infrastructure: Orbis Cascade Alliance, 2CUL
  26. 26. Outside in Bought, licensed CollectionsIncreased consolidationMove from print to licensedManage down print – shared printMove to user-driven modelsAim: to discoverInside outInstitutional assets: special collections, research and learning materials, institutional records, …Reputation managementIncreasingly important?Aim: to *have* discovered … to disclose
  27. 27. Outside in collections – increasingly externalised tocollaborative or third party. Reduced local infrastructure.Inside out collections. Growing engagement aroundscholarly communication, data curation, institutionalasset management, reputation/profiles. Leverage internal/external infrastructure.
  28. 28. Rescaling
  29. 29. A reminder
  30. 30. Space Systems Collections Services & expertiseScale efficiency: Increase local impact:Share infrastructure Greater engagement
  31. 31. Infrastructure: scalable efficiencesRightscale infrastructure for efficiency andimpact in a webscale world …Engagement and innovation:scalable learningInvigorate institution-scale approaches to engagement …“the rate of learning, innovation, andperformance improvement within theinstitution must match (or exceed) thatof the surrounding environment if theinstitution is to survive (or thrive)”
  32. 32. Infrastructure• Cataloging• eJournals• Preservation• Systems in the cloud – (cloud is a question not an answer)
  33. 33. Infrastructure• The collective print collection
  34. 34. Infrastructure• The collective print collection?• Preservation of institutional assets?
  35. 35. Infrastructure• The collective print collection?• Preservation of institutional assets?• Data driven engagement? – Social/Analytics?• A shared Knowledge Base?• …..
  36. 36. Engagement• Curricular support• Scholarly communication and digital scholarship• Data curation• Expertise and profile management• ….
  37. 37. Engagement Libraries need to do both ..From the talent side of the equation the Earlier stage inkey requirement for institutional success is cycleto move from scalable efficiency to scalablelearning. Near-constant innovation is the onlyway to respond successfully to near-constantdisruption. Said differently, the rate oflearning, innovation, and performance The New Organization Model: Learning at Scaleimprovement within the institution must by John Hagel III, John Seelymatch (or exceed) that of the surrounding Brown and Lang Davison | 6:03 PM March 11, 2009environment if the institution is to survive (orthrive). Given that innovation is inherently ahuman activity--one performed by talentedindividuals--it follows that talent will pullinstitutions into the 21st century. http://blogs.hbr.org/bigshift/2009/03/can-your-company- scale-its-lea.html
  38. 38. Engagement - Learning1. A variety of staff roles Attorney, creative, technology, pedagogy, subject, ….2. Marketing, assessment, outreach
  39. 39. Engagement - Learning1. A variety of staff roles Attorney, creative, technology, pedagogy, subject, ….2. Marketing, assessment, outreach3. Deeper engagement with faculty/students around digital scholarship/communication
  40. 40. Engagement - Learning1. A variety of staff roles Attorney, creative, technology, pedagogy, subject, ….2. Marketing, assessment, outreach3. Deeper engagement with faculty/students digital scholarship/communication4. Partnership with campus players … Elearning, IT, publishing, digital humanities, data curation, …
  41. 41. Platform…Strategic PartnershipsThe library of the future is engagement-centered andreinforced by joint ventures and programmaticpartnerships. We imagine the Libraries as an outwardlyengaged organization that creates partnerships andprovides leadership in the pursuit of excellence in researchand learning.Transformation… Our strategy: be regenerative October 4, 2012, 12:51 pm By Brian Mathews
  42. 42. Engagement - Learning1. A variety of staff roles Attorney, creative, technology, pedagogy, subject, ….2. Marketing, assessment, outreach3. Engagement with digital scholarship/communication4. Partnership with campus players … Elearning, IT, publishing, digital humanities, data curation, …5. Project working (grant)6. Supporting community/sharing ..
  43. 43. Platform…Strategic Partnerships…TransformationThe library of the future is constantly changing bothphysically and virtually. We imagine the Libraries’ corefunctions evolving through emerging expertise incuration, community development, and knowledgeproduction. We curate digital research data and scholarship;we develop and optimize communities for collaborationand the exchange of ideas and discoveries; and we help ourusers create new knowledge and provide access to theworld’s digital scholarship. Our strategy: be regenerative October 4, 2012, 12:51 pm By Brian Mathews
  44. 44. Engagement - Learning1. A variety of staff roles Attorney, creative, technology, pedagogy, subject, ….2. Marketing, assessment, outreach3. Engagement with digital scholarship/communication4. Partnership with campus players … Elearning, IT, publishing, digital humanities, data curation, …5. Project working (grant)6. Supporting community/sharing ..7. Training trainers (student mentors, …)8. Personal ‘brand’ management … Twitter, Mendeley, Academia.edu, ….
  45. 45. 1. It is difficult to speak knowledgably about social services or provide sensible support for them if you don’t have some experience of network services. Picturing a rhino: experience is the only guide.2. How do you get in the flow of communications and interaction? Is your expertise visible? Can you help researchers get into the flow and be visible? The power of pull.
  46. 46. Increasing library impact in a network environment• Scalable efficiencies – Share infrastructure in a network environment• Scalable learning – Fuller engagement in the research and learning process
  47. 47. Thank you …

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