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  • 1. Branding Innovation Prototyping Libraries of the Future Camp Helsinki November 2008 Knud Schulz
  • 2. Modern library practice and strategies – means that roles constantly change
  • 3. The frame of the camp!
    • The task is to create the best library of the future
    • Today we are one organization – here together
    • We need you as professional specialists and managers
    • We have the opportunity – and mild pressure
    • We are going to present our results to the colleagues from the Helsinki region and representatives from the ministry tomorrow afternoon
    • The world expects the best of you!
  • 4. Rethinking
    • Do we need to disintegrate the library before reconstructing it?
    • The change in society and the way of living are creating new premises for the need of the library
    • The identity of the human beings are related to and depending on new ways of communication
  • 5. The Challenge
    • “ – only the paranoid survive”
    • Andy Grove – Intel 1995
  • 6. The Worst Scenario?
    • Expect the worst
    • Nobody needs the library
    • Google serves the digital library users
    • The physical library change into a museum showing the industrial decade’s way of handling information
    • Library managers will be strategic attendants at the museums
    • Librarians become zombies
  • 7. Are the managers the obstacles?
    • Often miss to develop & innovate
    • Are in a position of rest
    • Unwilling to set new agendas and new goals
    • Afraid of change
  • 8. Focus on Innovation
    • The most common barriers are the lack of:
    • Risk culture
    • Competencies
    • Rigidity in the organization
    • Finance
    • Involving of costumers/users
    • Management priority
    • Professional know how
    • Priority of time for development
  • 9. What’s Going On In the Libraries?
    • The change from “industrial society” libraries to “knowledge society” libraries
    • A lot of the routine work is done by the users
    • The digital content, the internet and browsers provide more information resources than educated librarians did 5 years ago
    • Worst case scenario - What will be the need for libraries in the future?
  • 10. The strategy for changing
    • The need for rethinking the library
    • The need for a fusion between physical – virtual
    • Focus on development
    • Bringing new skills into the library
    • Promoting learning in the organization
    • Force users to dismiss the book as library brand
  • 11. The library as a space – in the future?
    • The building supports the needs of the users
    • The building interacts with the surroundings and environment
    • The building acts adaptively
  • 12. The Change
    • From
    • Transactions – loans, search etc.
    • Relations – new services based on facilitating relational communication
  • 13. Innovation Strategy
    • A strategy is not something you have
    • – it is something you do
    • The strategy constantly need to be reformulated
  • 14. The Innovation Strategy
    • “..to generate ideas is to be creative; to convert ideas to results is to be innovative. Being innovative in an organized and user-oriented fashion is the essential competitive parameter of the 21st century…”
    • Steve Jobs, Apple inc.
  • 15. Users as focal point
    • Users are the potentiality of change
    • Users should be part of the ​innovation processes - from the creative phase to testing and realisation
  • 16. User-driven innovation
    • User-driven innovation is a systematic approach to the development of new products, services etc., based on exploration and involvement of users’ lives, identities, practices and needs – including the needs that users are not even aware of.
    • User-driven innovation is a method to increase accuracy in developmental work. Users are not driving innovation, but innovation is anchored in users’ life situations and needs – more than in library staffs traditional thinking
  • 17. Development Process
  • 18. User driven innovation
  • 19. Innovation requires prioritized ressources
    • Citizens’ Services and Libraries annually allocates a common pool for innovation.
    • 10 % of the budget of the Main Library are dedicated to development/innovation
  • 20. Innovation requires management focus and commitment
    • Each year, processes to prioritise ideas are carried out, in which the management changes strategies into decisions by allocating funds for innovative ideas
  • 21. Competences exist in networks
    • Innovation processes involve competences from Citizens’ Services and Libraries and from national and international network partners
  • 22. Innovation is branding too
    • Innovation processes must result in positive attention from users and politicians as well as from professional colleagues
  • 23. Prototyping the Future
  • 24. Rethinking the Physical Library
    • ‘ Self-service’ the traditional library routines
    • Support the user needs by using pervasive technologies
    • Facilitate the users’s ownership
    • Redesign the library
    • Merge the digital and the physical library
    Innovate the Library Brand
  • 25. Every library should be a research centre of its own
    • with users as performers
    • and
    • staff as supporters
    • thank you for listening