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Startup Culture: Value Creation in the Academic Library
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Startup Culture: Value Creation in the Academic Library

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In order to create new and better experiences for our students, we created a student group of Developers/Designers to work on projects. The group is modeled as a startup, working with great freedom. ...

In order to create new and better experiences for our students, we created a student group of Developers/Designers to work on projects. The group is modeled as a startup, working with great freedom.

The presentation also defines a logic of how disruptive technologies create perceptual changes, that in turn, create new expectations for users.

Presented at Loyola Marymount University, April 12, 2011

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    Startup Culture: Value Creation in the Academic Library Startup Culture: Value Creation in the Academic Library Presentation Transcript

    • Startup CultureValue Creation in the Academic Library Kevin Rundblad UX and Social Technology Strategist UCLA LibraryPresented at Loyola Marymount University, April 12, 2011
    • Thesis:Great new experiences do not comefrom old processes and structures...
    • ...They come from new culturesof collaboration, and are incentivizedaround concepts of effectiveness andembedded decision-making.
    • We were searching
    • For a window intostudent experience
    • How they work
    • Apps they use
    • Interactions they like
    • To engage our primedemographic
    • And nurture abundantstudent talent
    • User studies generallyprovide static information
    • “If you truly want to understandcustomers wants and needs,you need to remove the distancebetween you and them.” Jorge Barba Digital Strategist, Blu Maya
    • Working “with them”is only part of story
    • Working “like them”is even more important
    • Hierarchical Flowing, person to personTime/Process-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Us Students Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
    • Hierarchical Flowing, person to personTime-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Being “effective” is only rule = Grade Us Students Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
    • Hierarchical Flowing, person to personTime/Process-driven 9-5 Work anytime/anywhereCommittees, Meetings Independent/casual meetupsWork at desk Work on Laptop Being “effective” is only rule = Grade Us Students Graphics: http://www.game-changer.net/2010/11/19/radical-management-it-isn%E2%80%99t-just-w-l-gore/
    • Can we createexperiences for
    • With thiswork structure
    • Students naturallywork like startup orgs
    • Peer-2-Peer mode,Impromptu, and selforganizing
    • They have 1 Rule
    • Be Effective
    • NetflixFreedom & ResponsibilityCulture From: http://www.slideshare.net/reed2001/culture-1798664
    • Netflix1. Talent density2. Employee freedom From: http://www.slideshare.net/reed2001/culture-1798664
    • “There is no clothing policy atNetflix, but no one has come towork naked lately.” Patty McCord, 2004 From Reed Hastings, “Freedom & Responsibility Culture” From: http://www.slideshare.net/reed2001/culture-1798664
    • Be Effective Vs.Rule-driven
    • 5 words that covermany Netflix policies
    • “Act in Netflix‟s bestinterests” From: http://www.slideshare.net/reed2001/culture-1798664
    • Innovation comes froma culture that allowsembedded decisions
    • “The Incredible FreedomOf a Facebook Engineer” http://read.bi/hm7Qos
    • “Engineers decide what they want towork on. Product managers goaround and lobby them trying toconvince them to work on their project.. http://read.bi/hm7Qos
    • ...then engineers talk to theirmanagers and say „Id like towork on x this week.‟” http://read.bi/hm7Qos
    • Vivek Wadhwa commentary onthe past recipe for economic growthand innovation Vivek Wadhwa (busy guy!) - Director of Research, Duke University - Sr. Research Associate, Harvard Law - Visiting Scholar, School of Information UC Berkeley - Writer, TechCrunch & Bloomberg BusinessWeek - Entrepreneur
    • “Build a magnificent technology parknext to a research university; A Better Formula for Economic Growth: Connecting Smart Risk Takers http://wadhwa.com/2010/11/27/554/
    • ...provide incentives for chosenbusinesses to locate there;add some venture capital; A Better Formula for Economic Growth: Connecting Smart Risk Takers http://wadhwa.com/2010/11/27/554/
    • ...Hundreds of regions all over theworld have spent billions on suchefforts. A Better Formula for Economic Growth: Connecting Smart Risk Takers http://wadhwa.com/2010/11/27/554/
    • ...practically all have failed.” A Better Formula for Economic Growth: Connecting Smart Risk Takers http://wadhwa.com/2010/11/27/554/
    • Why?
    • Because the emphasisIs not on what mattersmost...
    • People &a culture of risk-taking
    • Human knowledgenetworks, trump physical& monetary assets
    • Physical assets arelike location valuein film
    • They make you believea story is happening.But it is just the backdrop.
    • Buildings on campusmay represent billionsin investment
    • But human networksand knowledge capitalare the real value engines
    • Why does Silicon Valleyproduce so manynew companies?
    • Networks of talented,unencumbered people(and coffee shops)
    • IT Startup Needs (physical):Laptops, mobile devices, software,& connection
    • IT Startup Needs (cultural):P2P & self organizing, interest-driven,Hacker-culture, small teams,and everything starts with UXand disruptive ideas.
    • IT Startup Needs (talent):Developers/Designers withentrepreneurial passions.Creative, fun, engaging, andobsessively driven.
    • 1 rule: Effectiveness
    • Value creation beginswith user experience
    • “Experience is theProduct” Peter Merholz Principle, Adaptive Path
    • How do we buildhigh value experiences?
    • Think in disruptive terms
    • A disruptive experience is onethat radically impacts a market,or creates entirely new markets
    • Think „hacker culture‟What happened to Yahoo (Paul Graham) http://www.paulgraham.com/yahoo.html
    • “Microsoft (back in the day),Google, and Facebook have allhad hacker-centric cultures.” Paul Graham Y Combinator
    • WikipediaGoogleTwitter Disruptive ExperiencesiPhoneFacebookPandoraDropbox
    • WikipediaGoogleTwitter Why Disruptive?iPhoneFacebook They changed ourPandora expectations of anDropbox experience/interaction
    • WikipediaGoogleTwitter Changing PerceptioniPhoneFacebook We do not perceivePandora interfaces the sameDropbox way over time.
    • 1975http://en.wikipedia.org/wiki/File:Pong.png
    • 1983 Apple Lisahttp://toastytech.com/guis/biglisa.jpg
    • 1984 Apple Macintoshhttp://toastytech.com/guis/bigmac1.gif
    • 1985Commodore Amiga 1000 http://toastytech.com/guis/wb_10.gif
    • 1985 Microsoft Windowshttp://toastytech.com/guis/bigw101.gif
    • 1987 Apple Macintosh Ihttp://toastytech.com/guis/bigmacii.gif
    • 1987Microsoft Windows 2.03http://toastytech.com/guis/bigw203.gif
    • 1990Commodore Amiga 1000http://toastytech.com/guis/wb_20.gif
    • 1990 Microsoft Windows 3.00http://toastytech.com/guis/win30progman.gif
    • 1992/93 Microsoft Windows 3.1& NT http://toastytech.com/guis/nt351progman2.gif
    • 1995 Microsoft Windows 95http://toastytech.com/guis/win95statup.gif
    • A few Companiescontrolled UX incomputing prior to 1995
    • Disruption happenedSlowly (not as slow as in thehistory of agricultural, industrialand information economies)
    • Then...the rise of the“connected economy” Breaking Free From the Iron Cage: Business in the Connected Age : peterme.com http://bit.ly/euWjkg
    • Browsers + Markup (html)made for a proliferationof new opportunities
    • Changes in experiences(new services/interfaces)rapidly increased
    • Disruptive experienceshave accelerated faster
    • Which is impactingour user‟s expectations
    • We have changed.Our Users have changed.
    • Experiences are notstatic events
    • We change every daydue to shifting context
    • Disruptive experiencesReframe our expectations
    • And in turn, disruptOur habits
    • Do you try to pinch your laptop screen?How do you get your news? Twitter?Watching Netflix streaming?
    • Expectationsare what drive the needto innovate
    • High Value UXis aboutdisrupting the expected
    • Amazon disrupts theexperience in the deliveryof product
    • Promises 5-7 dayDelivery
    • Usually exceeds thiswith 3 day delivery
    • Our expectations arenot the same as in1996
    • The shift from directorybrowsing to interactive apps 1996 Waybackmachine.org
    • The shift from directorybrowsing to interactive apps 1996 Waybackmachine.org
    • Web Site Directory 1996 Waybackmachine.org
    • Shrinking 1997Waybackmachine.org
    • Shrinking... 2001 Waybackmachine.org
    • Almost gone... 2003 Waybackmachine.org
    • App Focus 2006 Waybackmachine.org
    • App Focus News 2006 Waybackmachine.org
    • Apps 2010 Waybackmachine.org
    • MediaApps 2010 Waybackmachine.org
    • MediaApps News 2010 Waybackmachine.org
    • Experiences arenow defined at web speed
    • User expectationsare elevated constantlyby new services
    • But org structureshave stayed the same
    • New experiences arebuilt from new thinking
    • UX goes all the wayback to how we work
    • “If you get the culture rightthen most of the other stuffwill naturally happen out of it.” Tony Hsieh CEO, Zappos
    • Wrap-upPerceptual experiences change over timeHigh value experience are disruptiveKnow & Learn from users (startup group)Get culture right, everything follows
    • “Create the conditions under which people can flourish” Sir Ken RobinsonQuestions/ConversationKevin RundbladUX and Social Technology StrategistUCLA Libraryhttp://about.me/rundbladPresented at Loyola Marymount University, April 12, 2011