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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  • 1. Startup CultureValue Creation in the Academic Library Kevin Rundblad UX and Social Technology Strategist UCLA LibraryPresented at Loyola Marymount University, April 12, 2011
  • 2. Thesis:Great new experiences do not comefrom old processes and structures...
  • 3. ...They come from new culturesof collaboration, and are incentivizedaround concepts of effectiveness andembedded decision-making.
  • 4. We were searching
  • 5. For a window intostudent experience
  • 6. How they work
  • 7. Apps they use
  • 8. Interactions they like
  • 9. To engage our primedemographic
  • 10. And nurture abundantstudent talent
  • 11. User studies generallyprovide static information
  • 12. “If you truly want to understandcustomers wants and needs,you need to remove the distancebetween 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 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/
  • 16. 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/
  • 17. 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/
  • 18. Can we createexperiences for
  • 19. With thiswork structure
  • 20. Students naturallywork like startup orgs
  • 21. Peer-2-Peer mode,Impromptu, and selforganizing
  • 22. They have 1 Rule
  • 23. Be Effective
  • 24. NetflixFreedom & ResponsibilityCulture From: http://www.slideshare.net/reed2001/culture-1798664
  • 25. Netflix1. Talent density2. Employee freedom From: http://www.slideshare.net/reed2001/culture-1798664
  • 26. “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
  • 27. Be Effective Vs.Rule-driven
  • 28. 5 words that covermany Netflix policies
  • 29. “Act in Netflix‟s bestinterests” From: http://www.slideshare.net/reed2001/culture-1798664
  • 30. Innovation comes froma culture that allowsembedded decisions
  • 31. “The Incredible FreedomOf a Facebook Engineer” http://read.bi/hm7Qos
  • 32. “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
  • 33. ...then engineers talk to theirmanagers and say „Id like towork on x this week.‟” http://read.bi/hm7Qos
  • 34. 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
  • 35. “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/
  • 36. ...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/
  • 37. ...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/
  • 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 emphasisIs not on what mattersmost...
  • 41. People &a culture of risk-taking
  • 42. Human knowledgenetworks, trump physical& monetary assets
  • 43. Physical assets arelike location valuein film
  • 44. They make you believea story is happening.But it is just the backdrop.
  • 45. Buildings on campusmay represent billionsin investment
  • 46. But human networksand knowledge capitalare the real value engines
  • 47. Why does Silicon Valleyproduce so manynew 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 UXand disruptive ideas.
  • 51. IT Startup Needs (talent):Developers/Designers withentrepreneurial passions.Creative, fun, engaging, andobsessively driven.
  • 52. 1 rule: Effectiveness
  • 53. Value creation beginswith user experience
  • 54. “Experience is theProduct” Peter Merholz Principle, Adaptive Path
  • 55. How do we buildhigh value experiences?
  • 56. Think in disruptive terms
  • 57. A disruptive experience is onethat 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 allhad hacker-centric cultures.” Paul Graham Y Combinator
  • 60. WikipediaGoogleTwitter Disruptive ExperiencesiPhoneFacebookPandoraDropbox
  • 61. WikipediaGoogleTwitter Why Disruptive?iPhoneFacebook They changed ourPandora expectations of anDropbox experience/interaction
  • 62. WikipediaGoogleTwitter Changing PerceptioniPhoneFacebook We do not perceivePandora interfaces the sameDropbox way over time.
  • 63. 1975http://en.wikipedia.org/wiki/File:Pong.png
  • 64. 1983 Apple Lisahttp://toastytech.com/guis/biglisa.jpg
  • 65. 1984 Apple Macintoshhttp://toastytech.com/guis/bigmac1.gif
  • 66. 1985Commodore Amiga 1000 http://toastytech.com/guis/wb_10.gif
  • 67. 1985 Microsoft Windowshttp://toastytech.com/guis/bigw101.gif
  • 68. 1987 Apple Macintosh Ihttp://toastytech.com/guis/bigmacii.gif
  • 69. 1987Microsoft Windows 2.03http://toastytech.com/guis/bigw203.gif
  • 70. 1990Commodore Amiga 1000http://toastytech.com/guis/wb_20.gif
  • 71. 1990 Microsoft Windows 3.00http://toastytech.com/guis/win30progman.gif
  • 72. 1992/93 Microsoft Windows 3.1& NT http://toastytech.com/guis/nt351progman2.gif
  • 73. 1995 Microsoft Windows 95http://toastytech.com/guis/win95statup.gif
  • 74. A few Companiescontrolled UX incomputing prior to 1995
  • 75. Disruption happenedSlowly (not as slow as in thehistory of agricultural, industrialand 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 proliferationof new opportunities
  • 78. Changes in experiences(new services/interfaces)rapidly increased
  • 79. Disruptive experienceshave accelerated faster
  • 80. Which is impactingour user‟s expectations
  • 81. We have changed.Our Users have changed.
  • 82. Experiences are notstatic events
  • 83. We change every daydue to shifting context
  • 84. Disruptive experiencesReframe our expectations
  • 85. And in turn, disruptOur habits
  • 86. Do you try to pinch your laptop screen?How do you get your news? Twitter?Watching Netflix streaming?
  • 87. Expectationsare what drive the needto innovate
  • 88. High Value UXis aboutdisrupting the expected
  • 89. Amazon disrupts theexperience in the deliveryof product
  • 90. Promises 5-7 dayDelivery
  • 91. Usually exceeds thiswith 3 day delivery
  • 92. Our expectations arenot the same as in1996
  • 93. The shift from directorybrowsing to interactive apps 1996 Waybackmachine.org
  • 94. The shift from directorybrowsing to interactive apps 1996 Waybackmachine.org
  • 95. Web Site Directory 1996 Waybackmachine.org
  • 96. Shrinking 1997Waybackmachine.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. MediaApps 2010 Waybackmachine.org
  • 103. MediaApps News 2010 Waybackmachine.org
  • 104. Experiences arenow defined at web speed
  • 105. User expectationsare elevated constantlyby new services
  • 106. But org structureshave stayed the same
  • 107. New experiences arebuilt from new thinking
  • 108. UX goes all the wayback to how we work
  • 109. “If you get the culture rightthen most of the other stuffwill naturally happen out of it.” Tony Hsieh CEO, Zappos
  • 110. Wrap-upPerceptual experiences change over timeHigh value experience are disruptiveKnow & Learn from users (startup group)Get culture right, everything follows
  • 111. “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