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Understanding                                   the                                  Dark                                 ...
1991-2013 Living on the Dark Side
The Complex Value PropositionSmelly                             OrYellow                             SexLiquid            ...
Nouns   Quantitative Focus               Qualitative Focus   Books, eBooks                    Serve and Change   Maga...
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
Grocery Stores
Cookbooks, Chefs . . .
Cookbooks, Chefs . . .
Meals
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 h...
Employment in Vendor Land   Thomson Electronic Publishing   Thomson (TPP, etc.)   Micromedia   IHS   ProQuest   Sirs...
Librarians in Vendors   Sales   Marketing   Training   Product Development   Testing   Executive including CEO   Ed...
Ownership in Vendor Land   Business Cycle   Business Models (free and fee)   Private Companies   Public Companies   Q...
Challenges in Vendor Land   Copyright   Ethics   Licenses and contracts   Case Law   Lawsuits       NatGeo, Tasini, ...
Research in Vendor LandMaking the Wager:   Intense technology monitoring   User experience, usability by end user vs.   ...
Are librarians different? YES   Have to pay attention to cost in order to unfetter    information … issue of value   Pag...
Differences in the Private and Public Sector         Approaches to DevelopmentPrivate Sector                              ...
Vendor Culture   Timelines and milestones   Agile and Scrum, staying on the curve for device,    browser, mobile, expect...
Architecture   Agile and Scrum   SGML and XML   Big Databases (really big)   Big Data (Google and FB vs. library vendo...
Professional Development   Myers-Briggs, Teambuilding   Executive testing (and health)   Crucial Conversations   Perfo...
Frustrations from Other Side   Poor evaluation procedures, group think   Poor trials (often singletons)   Too weak part...
Key Current Issues   “Be more like Google” LMAO, “Don‟t    change”, Change . . .   Discovery vs. Native search   Strate...
Great Things   OCLC LinkedData   OCLC WorldShare   Open API and vendor APIs   DPLA   EveryLibrary PAC, LibraryRenewal...
Are you on the „hits‟ train?
Big Shifts   Journal runs to electronic   Series to article targets   Books to chapters and paragraphs   DVD/CD to str...
DATA Risk
QUALITATIVE INFORMATION          versus  QUANTITATIVE DATA
STATISTICS    versusMEASUREMENTS
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 w...
Good Questions   What if prices of the predominant journal    form have actually been falling?   What if we‟ve been meas...
The Real Digital Story   Print subscription prices are a misleading and    inaccurate method for tracking library serials...
Numbers versus ROI   “In the midst of all this growth, prices have    risen modestly. Gantz notes that while the    econo...
What do we count and share?   Titles   Clicks   Downloads   Sessions   Session length   COUNTER, (Counting Online Us...
Or should we measure?   Was there improved customer satisfaction?   Do librarians or types of end users have    differen...
Algorithms   Search differentiator   Commercial algorithms versus those based    on big data   Measuring end user succe...
Sharing Learning and Research   Usability versus User Experience   End users versus librarians   Known item retrieval (...
Real Analytics
Focus and Understand on the Whole Experience
Inside Lego™ Pieces   Foresee satisfaction and demographic data   Impact studies or Counting Opinions   Counter & Sushi...
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...
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...
Stephen Abram, MLS, FSLAConsultant, Dysart & Jones/Lighthouse Partners                              Cel: 416-669-4855     ...
Csun april2013
Csun april2013
Csun april2013
Csun april2013
Csun april2013
Csun april2013
Csun april2013
Csun april2013
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Transcript of "Csun april2013"

  1. 1. Understanding the Dark SideStephen Abram, MLSStephen.abram@gmail.comstephenslighthouse.comCalifornia State University
  2. 2. 1991-2013 Living on the Dark Side
  3. 3. The Complex Value PropositionSmelly OrYellow SexLiquid Appeal?
  4. 4. 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
  5. 5. Are you locked into an old library mindset?
  6. 6. A Verb . . . an Experience, enlivened for an Audience
  7. 7. A Noun . . . A foundation but not sufficient without professional animation
  8. 8. Grocery Stores
  9. 9. Cookbooks, Chefs . . .
  10. 10. Cookbooks, Chefs . . .
  11. 11. Meals
  12. 12. So What Should Our Library Priorities Be?Remaining Relevant and Having a Positive Impact
  13. 13. Some Insights into Publishing and Vendors Positives and Negatives Some of you will likely hear only one side
  14. 14. Employment in Vendor Land Thomson Electronic Publishing Thomson (TPP, etc.) Micromedia IHS ProQuest SirsiDynix Gale Cengage Learning
  15. 15. Librarians in Vendors Sales Marketing Training Product Development Testing Executive including CEO Editorial R&D Etc.
  16. 16. 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
  17. 17. 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
  18. 18. 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, …)
  19. 19. 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)
  20. 20. 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”
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. 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
  25. 25. 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.)
  26. 26. 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
  27. 27. Are you on the „hits‟ train?
  28. 28. 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
  29. 29. DATA Risk
  30. 30. QUALITATIVE INFORMATION versus QUANTITATIVE DATA
  31. 31. STATISTICS versusMEASUREMENTS
  32. 32. What do we do when buyersare asking fordata that doesnot align with their goals?
  33. 33. Have Journal Prices Really Increased Much in the Digital Age?(Scholarly Kitchen blog) http://bit.ly/11b3hP2
  34. 34. 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…
  35. 35. 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?”
  36. 36. 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)
  37. 37. 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.”
  38. 38. 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.
  39. 39. 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. . .?
  40. 40. 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
  41. 41. 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.
  42. 42. Real Analytics
  43. 43. Focus and Understand on the Whole Experience
  44. 44. 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
  45. 45. What kind of librarian are you? Critical thinker or Criticizer?What is your library culture around change or innovation?
  46. 46. Being More Open to Change Be the Change We Want to See
  47. 47. The Library as Sandbox
  48. 48. „New‟ Library Cultures Support Your TeamBe the Change We Want to See
  49. 49. Being More Flexible Be the Change We Want to See
  50. 50. Being More Open to Risk Be the Change We Want to See
  51. 51. 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
  52. 52. Being Open to Ambiguity Be the Change We Want to See
  53. 53. Be More Open to Social Technologies and UnintendedConsequences Be the Change We Want to See
  54. 54. Being Comfortable with Speed Be the Change We Want to See
  55. 55. Being Open to New Ideas Be the Change We Want to See
  56. 56. Let Go of ControlBe the Change We Want to See
  57. 57. Be Inspirational Be the Change We Want to See
  58. 58. Know What Makes Us Different Be the Change We Want to See
  59. 59. 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.
  60. 60. Stephen Abram, MLS, FSLAConsultant, Dysart & Jones/Lighthouse Partners Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Facebook, Pinterest, Tumblr: Stephen Abram LinkedIn / Plaxo: Stephen Abram Twitter: @sabram SlideShare: StephenAbram1
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