Understanding the Dark SideStephen Abram, MLSStephen.firstname.lastname@example.orgCalifornia State University
1991-2013 Living on the Dark Side
The Complex Value PropositionSmelly OrYellow SexLiquid Appeal?
Nouns Quantitative Focus Qualitative Focus Books, eBooks Serve and Change Magazines Answer and Decide Websites Engage and Discuss Buildings, Branches Link and Learn Rooms Entertain and Play Desks Tell a story Programs Do Nouns can be warehoused and Action verbs imply dynamism ‘cut’ and impact
Are you locked into an old library mindset?
A Verb . . . an Experience, enlivened for an Audience
A Noun . . . A foundation but not sufficient without professional animation
Cookbooks, Chefs . . .
Cookbooks, Chefs . . .
So What Should Our Library Priorities Be?Remaining Relevant and Having a Positive Impact
Some Insights into Publishing and Vendors Positives and Negatives Some of you will likely hear only one side
Librarians in Vendors Sales Marketing Training Product Development Testing Executive including CEO Editorial R&D Etc.
Ownership in Vendor Land Business Cycle Business Models (free and fee) Private Companies Public Companies Quasi-Public Companies Going Public Mergers & Acquisitions Equity Capital Venture Capital
Challenges in Vendor Land Copyright Ethics Licenses and contracts Case Law Lawsuits NatGeo, Tasini, etc. vs. ALA JSTOR, HathiTrust, Georgia, Aaron Swartz lawsuits Edward Mellen Press vs. Dale Askey, Scholarly Kitchen, etc. Threats
Research in Vendor LandMaking the Wager: Intense technology monitoring User experience, usability by end user vs. librarian (e.g. scholars, lawyers, etc. vs. Librarians) Focus groups, tracking data Market analyses (demographics, Millennials, Boomers, etc.) Trends and directions (Mobile, Cloud, etc.) Financial tracking (e.g. tax bases, enrolment, population changes, global opportunities, …)
Are librarians different? YES Have to pay attention to cost in order to unfetter information … issue of value Pagination, known item retrieval, title counts, print/e- copies rationalization of serials moving to books) More transactional than transformational Book output vs. scrolling Print vs. e-delivery Less workflow orientation (e.g. e-learning, PURLs, stored search, citations, etc.) Alignment (e.g. curriculum standards or readability) differs Generationally (aging, poor uptake of new professionals)
Differences in the Private and Public Sector Approaches to DevelopmentPrivate Sector Public Sector Competitive advantage is the ideal but cooperate Collaborative advantage is the ideal but still on structural issues like standards compete Innovation is key to long-term existence Good service is the key to long-term existence Focus on clients and marketshare Focus on citizens and social contract Business strategies Political agendas and government imperatives Responsibility to shareholders or owner/investors Responsibility to funder and to citizens Increasing revenue Wise use of tax dollars Risk oriented Economic success is a prime personal motivator Risk averse Competitors, partners and allies Making a positive impact on society is a strong motivator e-Business is the challenge Other departments, levels of government, unions Focus on “results” e-Government is the challenge Focus on “process”
Vendor Culture Timelines and milestones Agile and Scrum, staying on the curve for device, browser, mobile, expectations Continuous learning and staff investment 15% time Free vs. fee, competitive threats Quality, experience, relationships Volume, Quantity sometimes vs. comprehensiveness Rights are everything, layering, exclusives Quarterly and Annual results
Architecture Agile and Scrum SGML and XML Big Databases (really big) Big Data (Google and FB vs. library vendors) SaaS, PaaS, IaaS, etc. Standards Community Licensing (consortia, state, local) Ownership, Lease, Rental channels User experience vs. usability
Professional Development Myers-Briggs, Teambuilding Executive testing (and health) Crucial Conversations Performance planning and contracting Targeted technology training Supportive self-learning Town Halls (monthly) Yammer style continuous conversations
Frustrations from Other Side Poor evaluation procedures, group think Poor trials (often singletons) Too weak partnerships and sharing Too little cooperation, consortia, (territoriality and competitiveness) RFP ridiculousness, combative negotiation Little deep understanding of learning and knowledge acquisition Often see themselves as target user Often expect training to work Imperfect of the shift that is happening and the clear threats to academic business models
Key Current Issues “Be more like Google” LMAO, “Don‟t change”, Change . . . Discovery vs. Native search Strategic budgeting, risk avoidance Passive Aggressiveness ROI, ROE, valuing staff time at zero$ Group Think Example: dysfunctional view of privacy… Taking Responsibility for Output (grads, published research, patents, commercialization, etc.)
Great Things OCLC LinkedData OCLC WorldShare Open API and vendor APIs DPLA EveryLibrary PAC, LibraryRenewal Repository mess, dark information Discovery Services (Summon, EDS…) Open Access and Open Source muting their religion and taking a better place
Are you on the „hits‟ train?
Big Shifts Journal runs to electronic Series to article targets Books to chapters and paragraphs DVD/CD to streaming media 3D databases Text search to audio/graphic search Lists to visualization Massive reinvention of the textbook Course sites to e-learning objects & MOOCs
QUALITATIVE INFORMATION versus QUANTITATIVE DATA
What do we do when buyersare asking fordata that doesnot align with their goals?
Have Journal Prices Really Increased Much in the Digital Age?(Scholarly Kitchen blog) http://bit.ly/11b3hP2
Excellent Metaphor “What if the only measurement of energy costs you followed was the price of oil, while everyone was shifting to cheaper and more efficient alternatives? And what if you completely ignored the fact that everything around you was using more and more power — your lights, your phone, your car, your heat, your media center? You might come to believe that energy is getting more expensive, when actually, it‟s price is rising relatively slowly while your usage is what is skyrocketing. The same thing might be happening with print journal prices and digital journal licenses…
Good Questions What if prices of the predominant journal form have actually been falling? What if we‟ve been measuring the wrong things, or measuring insufficiently? And what if the growth in expenses are not the result of price increases but a result of the growth in science?”
The Real Digital Story Print subscription prices are a misleading and inaccurate method for tracking library serials spending “. . . libraries’ spending on periodicals has increased three-fold while their collections have tripled in size” “Spending three times as much to get three times as much tells a very different story from the “price increases” story. . . .” Published article output has grown 3.5% to 4% per year since 1990 Growth in research spending has been increasing by 3-4% per year In the US, spending on scientific research has more than doubled since 1990 (from $150.2 billion to $400.5 billion in 2010, in current dollars)
Numbers versus ROI “In the midst of all this growth, prices have risen modestly. Gantz notes that while the economy in the US from 1990 to 2010 grew at a compounded rate of 66.8% due to inflation, the effective price of an average journal is only 9% higher over the same time period. In the UK, prices have actually gone down by 11% since 2004.” “Price increases have been caused by more science, more papers, and more journals, not by price increases in licenses. In fact, per-journal prices seem to have peaked around 2000, and steadily declined from there, as shown by the black line in the chart below.”
What do we count and share? Titles Clicks Downloads Sessions Session length COUNTER, (Counting Online Usage of Networked Electronic Resources) SUSHI, Standardized Usage Statistics Harvesting Initiative etc.
Or should we measure? Was there improved customer satisfaction? Do librarians or types of end users have different values and behaviours? Did learning happen? Was there an impact on research or strategic outcomes? Did the patient live, improve, survive, thrive? Was the decision improved? Was the work product better. . .?
Algorithms Search differentiator Commercial algorithms versus those based on big data Measuring end user success versus known item retrieval… “Romeo and Juliet” Problems with the unmonitored trial Wrong tests Poor sampling Mindset issues
Sharing Learning and Research Usability versus User Experience End users versus librarians Known item retrieval (favourite test) versus immersion research Lists versus Discovery Scrolling versus pagination Devices and browsers and agnosticism Satisfaction and change Individual research experience vs. impacts on e-courses, LibGuides, training materials, etc.
Focus and Understand on the Whole Experience
Inside Lego™ Pieces Foresee satisfaction and demographic data Impact studies or Counting Opinions Counter & Sushi data Database usage (unique user, session, length of session, hits, downloads, etc.) Google Analytics Search Samples ILS Data Geo-IP data
What kind of librarian are you? Critical thinker or Criticizer?What is your library culture around change or innovation?
Being More Open to Change Be the Change We Want to See
The Library as Sandbox
„New‟ Library Cultures Support Your TeamBe the Change We Want to See
Being More Flexible Be the Change We Want to See
Being More Open to Risk Be the Change We Want to See
Being Open to a Mosaic of Solutions Are you more like a laboratory or a museum? A retailer or a carnival? A party of a morgue? What scale works?Be the Change We Want to See
Being Open to Ambiguity Be the Change We Want to See
Be More Open to Social Technologies and UnintendedConsequences Be the Change We Want to See
Being Comfortable with Speed Be the Change We Want to See
Being Open to New Ideas Be the Change We Want to See
Let Go of ControlBe the Change We Want to See
Be Inspirational Be the Change We Want to See
Know What Makes Us Different Be the Change We Want to See
Tell Your Story: Until lions learn to write their own story,the story will always be from the perspective of the hunter not the hunted.
Stephen Abram, MLS, FSLAConsultant, Dysart & Jones/Lighthouse Partners Cel: 416-669-4855 email@example.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Facebook, Pinterest, Tumblr: Stephen Abram LinkedIn / Plaxo: Stephen Abram Twitter: @sabram SlideShare: StephenAbram1