The document discusses the importance of creating effective and innovative experiences in the academic library setting by adopting a startup culture that encourages collaboration and embedded decision-making. It emphasizes understanding student needs through direct engagement and adapting organizational structures to foster creativity and flexibility similar to successful tech companies. Ultimately, the document argues that high value experiences and innovation arise from effective user experience design and an empowering organizational culture.

1. Startup Culture
Value Creation in the Academic Library
Kevin Rundblad
UX and Social Technology Strategist
UCLA Library
Presented at Loyola Marymount University, April 12, 2011

2. Thesis:
Great new experiences do not come
from old processes and structures...

3. ...They come from new cultures
of collaboration, and are incentivized
around concepts of effectiveness and
embedded decision-making.

4. We were searching

5. For a window into
student experience

6. How they work

7. Apps they use

8. Interactions they like

9. To engage our prime
demographic

10. And nurture abundant
student talent

11. User studies generally
provide static information

12. “If you truly want to understand
customers' wants and needs,
you need to remove the distance
between you and them.”
Jorge Barba
Digital Strategist, Blu Maya

13. Working “with them”
is only part of story

14. Working “like them”
is even more important

15. Hierarchical Flowing, person to person
Time/Process-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work 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/

16. Hierarchical Flowing, person to person
Time-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work 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/

17. Hierarchical Flowing, person to person
Time/Process-driven 9-5 Work anytime/anywhere
Committees, Meetings Independent/casual meetups
Work 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/

18. Can we create
experiences for

19. With this
work structure

20. Students naturally
work like startup orgs

21. Peer-2-Peer mode,
Impromptu, and self
organizing

22. They have 1 Rule

23. Be Effective

24. Netflix
Freedom & Responsibility
Culture
From: http://www.slideshare.net/reed2001/culture-1798664

25. Netflix
1. Talent density
2. Employee freedom
From: http://www.slideshare.net/reed2001/culture-1798664

26. “There is no clothing policy at
Netflix, but no one has come to
work naked lately.”
Patty McCord, 2004
From Reed Hastings,
“Freedom & Responsibility Culture”
From: http://www.slideshare.net/reed2001/culture-1798664

27. Be Effective Vs.
Rule-driven

28. 5 words that cover
many Netflix policies

29. “Act in Netflix‟s best
interests”
From: http://www.slideshare.net/reed2001/culture-1798664

30. Innovation comes from
a culture that allows
embedded decisions

31. “The Incredible Freedom
Of a Facebook Engineer”
http://read.bi/hm7Qos

32. “Engineers decide what they want to
work on. Product managers go
around and lobby them trying to
convince them to work on their project..
http://read.bi/hm7Qos

33. ...then engineers talk to their
managers and say „I'd like to
work on x this week.‟”
http://read.bi/hm7Qos

34. Vivek Wadhwa commentary on
the past recipe for economic growth
and 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

35. “Build a magnificent technology park
next to a research university;
A Better Formula for Economic Growth: Connecting Smart Risk Takers
http://wadhwa.com/2010/11/27/554/

36. ...provide incentives for chosen
businesses to locate there;
add some venture capital;
A Better Formula for Economic Growth: Connecting Smart Risk Takers
http://wadhwa.com/2010/11/27/554/

37. ...Hundreds of regions all over the
world have spent billions on such
efforts.
A Better Formula for Economic Growth: Connecting Smart Risk Takers
http://wadhwa.com/2010/11/27/554/

38. ...practically all have failed.”
A Better Formula for Economic Growth: Connecting Smart Risk Takers
http://wadhwa.com/2010/11/27/554/

39. Why?

40. Because the emphasis
Is not on what matters
most...

41. People &
a culture of risk-taking

42. Human knowledge
networks, trump physical
& monetary assets

43. Physical assets are
like location value
in film

44. They make you believe
a story is happening.
But it is just the backdrop.

45. Buildings on campus
may represent billions
in investment

46. But human networks
and knowledge capital
are the real value engines

47. Why does Silicon Valley
produce so many
new companies?

48. Networks of talented,
unencumbered people
(and coffee shops)

49. IT Startup Needs (physical):
Laptops, mobile devices, software,
& connection

50. IT Startup Needs (cultural):
P2P & self organizing, interest-driven,
Hacker-culture, small teams,
and everything starts with UX
and disruptive ideas.

51. IT Startup Needs (talent):
Developers/Designers with
entrepreneurial passions.
Creative, fun, engaging, and
obsessively driven.

52. 1 rule: Effectiveness

53. Value creation begins
with user experience

54. “Experience is the
Product”
Peter Merholz
Principle, Adaptive Path

55. How do we build
high value experiences?

56. Think in disruptive terms

57. A disruptive experience is one
that radically impacts a market,
or creates entirely new markets

58. Think „hacker culture‟
What happened to Yahoo (Paul Graham)
http://www.paulgraham.com/yahoo.html

59. “Microsoft (back in the day),
Google, and Facebook have all
had hacker-centric cultures.”
Paul Graham
Y Combinator

60. Wikipedia
Google
Twitter
Disruptive Experiences
iPhone
Facebook
Pandora
Dropbox

61. Wikipedia
Google
Twitter
Why Disruptive?
iPhone
Facebook They changed our
Pandora expectations of an
Dropbox experience/interaction

62. Wikipedia
Google
Twitter
Changing Perception
iPhone
Facebook We do not perceive
Pandora interfaces the same
Dropbox way over time.

63. 1975
http://en.wikipedia.org/wiki/File:Pong.png

64. 1983
Apple Lisa
http://toastytech.com/guis/biglisa.jpg

65. 1984
Apple Macintosh
http://toastytech.com/guis/bigmac1.gif

66. 1985
Commodore Amiga 1000
http://toastytech.com/guis/wb_10.gif

67. 1985
Microsoft Windows
http://toastytech.com/guis/bigw101.gif

68. 1987
Apple Macintosh I
http://toastytech.com/guis/bigmacii.gif

69. 1987
Microsoft Windows 2.03
http://toastytech.com/guis/bigw203.gif

70. 1990
Commodore Amiga 1000
http://toastytech.com/guis/wb_20.gif

71. 1990
Microsoft Windows 3.00
http://toastytech.com/guis/win30progman.gif

72. 1992/93
Microsoft Windows 3.1& NT
http://toastytech.com/guis/nt351progman2.gif

73. 1995
Microsoft Windows 95
http://toastytech.com/guis/win95statup.gif

74. A few Companies
controlled UX in
computing prior to 1995

75. Disruption happened
Slowly (not as slow as in the
history of agricultural, industrial
and information economies)

76. Then...the rise of the
“connected economy”
Breaking Free From the Iron Cage: Business in
the Connected Age : peterme.com
http://bit.ly/euWjkg

77. Browsers + Markup (html)
made for a proliferation
of new opportunities

78. Changes in experiences
(new services/interfaces)
rapidly increased

79. Disruptive experiences
have accelerated faster

80. Which is impacting
our user‟s expectations

81. We have changed.
Our Users have changed.

82. Experiences are not
static events

83. We change every day
due to shifting context

84. Disruptive experiences
Reframe our expectations

85. And in turn, disrupt
Our habits

86. Do you try to pinch your laptop screen?
How do you get your news? Twitter?
Watching Netflix streaming?

87. Expectations
are what drive the need
to innovate

88. High Value UX
is about
disrupting the expected

89. Amazon disrupts the
experience in the delivery
of product

90. Promises 5-7 day
Delivery

91. Usually exceeds this
with 3 day delivery

92. Our expectations are
not the same as in
1996

93. The shift from directory
browsing to interactive apps
1996
Waybackmachine.org

94. The shift from directory
browsing to interactive apps
1996
Waybackmachine.org

95. Web Site Directory
1996
Waybackmachine.org

96. Shrinking
1997
Waybackmachine.org

97. Shrinking...
2001
Waybackmachine.org

98. Almost gone...
2003
Waybackmachine.org

99. App Focus
2006
Waybackmachine.org

100. App Focus
News
2006
Waybackmachine.org

101. Apps
2010
Waybackmachine.org

102. Media
Apps
2010
Waybackmachine.org

103. Media
Apps
News
2010
Waybackmachine.org

104. Experiences are
now defined at web speed

105. User expectations
are elevated constantly
by new services

106. But org structures
have stayed the same

107. New experiences are
built from new thinking

108. UX goes all the way
back to how we work

109. “If you get the culture right
then most of the other stuff
will naturally happen out of it.”
Tony Hsieh
CEO, Zappos

110. Wrap-up
Perceptual experiences change over time
High value experience are disruptive
Know & Learn from users (startup group)
Get culture right, everything follows

111. “Create the conditions under which people can flourish”
Sir Ken Robinson
Questions/Conversation
Kevin Rundblad
UX and Social Technology Strategist
UCLA Library
http://about.me/rundblad
Presented at Loyola Marymount University, April 12, 2011