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Library Strategy:
models and measurement
University of Lund
Wednesday 19th September 2012
Summary
1. To provide some models and frameworks
for strategy and measurement
2. To consider how these apply in real
situa...
WHAT IS A STRATEGY?
Strategy Refresher
Definition
‘Strategy is the direction and scope of an
organisation over the long term: which
achieves advantage for the or...
Characteristics of Strategy
• Long-term direction
• Advantage
• Scope of activities
• Matching of activities to environmen...
Framework
• Understanding strategic issues
– Strategic analysis
• Decisions on strategies
– Strategic choice
• Making stra...
Levels & Effects of Strategy
• Corporate - overall
purpose & scope
• Business Unit -
particular market
• Operational - to ...
Strategy Triangle (Earl)
• Top Down
– Senior management & Business plan
• ‘Inside out’
– Staff & technical creativity
• Bo...
University of York Plan
• Excellence
• Internationalistion
• Inclusivity
• Sustainability
Lund University Plan
• Cross-boundary collaboration
• Internationalisation
• Quality enhancement
• Leader, teacher and emp...
Strategy Development 1
• Environmental analysis
• Current systems evaluation
• Information need
• Future systems evaluatio...
Strategy Development 2
Business Planning:
• Local Profile
• Market Structure
• Competitive Position
• Market Forces
• Loca...
Strategy Development 3
Corporate Planning:
• Corporate Objectives & Targets
• Gap Analysis (External & Internal)
• Strateg...
Documentary Sources
• Local
– Vision
– Mission
– Forward Plans & Existing Strategies
• Government Policies & Plans
• Secto...
Data Inputs
• Review of existing Information
Strategy, reflections on progress
• Review of other University Strategies
• D...
Emergent strategy & scenarios
Scenario development is a means of providing a
more coherent and dramatic picture of what
th...
A Scenario is …
• ‘A self-contained envelope of consistent possibilities
which describe the future.’
• ‘Conceptual stories...
Scenario building
• Consider the main environmental trends for the
future (these may arise from a PEST analysis)
• Transla...
Decisions?
• Which scenario for the future would you like
to choose?
– Which is the most likely?
– Which is the least like...
ANALYSIS PHASE
Strategy Phase One
Analysis options
• Environmental analyses
– PEST
– Scenarios
– Futurology
• Organisational analysis
– SWO(O)T
– Portfolio ...
Environmental analysis objectives
• To understand the environmental influences on
your research library (global to local)
...
York and Lund …
“world-class information services for a world
class University”
“strengthen international position and
com...
Organisational analysis objectives
• What are your library’s Strengths and
Weaknesses in relation to the marketplace?
• Wh...
Information Services SWOT
Strengths
• Building / Physical Space
• Creativity and Collaboration
• Embedding Academic Liaiso...
Information Services SWOT
Opportunities
• Student experience funding
• New forums for engagement - Academic Co-ordinators,...
STRATEGIC CHOICE
Strategy Phase Two
Strategic Choices 1?
• No Change
• New Markets (Penetration or Development)
• New Products
• New Business Areas (Diversifi...
Strategic Choices 2?
• Cost leadership - lowest price
• Differentiation - uniqueness
• Focus - particular segment
Porter, ...
Testing your strategy
Does it achieve:
• A distinctive value proposition
• A tailored value chain
• Trade-offs (choices) d...
IMPLEMENTATION
Strategy Phase Three
The Information Strategy
York core strategic programmes…
A unified information strategy:
1. Information systems
2. Portals and access systems
3. Co...
Enablers
Vision Statement
The environment to permit and encourage the core
programmes to progress
Portfolio
– Relationship...
Lund LUB Strategies
• Information services
• Research support
• Support for education and learning
• Physical and virtual ...
Programme Management
Rationale:
• Integrated delivery of change
• Framework for senior management to direct
• Better manag...
MSP approach
Vision led and Outcome driven
Vision as opposed to specification
Outcome as opposed to benefit
Thus your prog...
Senior Staff Structure: focus on strategy
An outcome driven strategy:
Content programme
1. An array of information resources which matches requirements and competit...
Programmes
Defined by:
• Vision statement
• Blueprint (Roadmap?)
• Business case
• Organisation
• Project portfolio
• Bene...
Project management
“The rational management of change”
Identify a portfolio of projects which will achieve
the vision expr...
Project matrix
STRATEGIC MEASUREMENT
Monitoring progress
One Director’s perspective …
• Articulating the value proposition
• Translating what we understand about changing need
int...
Some frameworks
• Critical success factors
• The Balanced scorecard
• EFQM
• Quality maturity models
• A Value scorecard
Critical Success Factors
Definition
A term used to mean the most important sub-
goals for an organisation. CSFs are what m...
Critical Success Factors
The minimum key factors or subgoals that the
organisation
must have or need
and which together wi...
Application
• Can be used at all levels
– Organisational (Library)
– Programme
– Project
– Service
Proposed Critical Success Factors
1. We must meet information needs
2. We need sufficient resource to achieve
aspirations
...
EFQM (2003). Introducing Excellence. Brussels: EFQM. Available at:
http://www.efqm.org [Accessed 30 March 2005]
Leadership...
Capability Maturity Model
Transcendent contributions to …
• The student experience
• Research impact
• Reputation
• Internationalisation
• Financial...
A Value Scorecard
• Relationship & reputation capital
• Organisational capital
– Tangible assets and resources
– Intangibl...
A narrative of momentum?
Library Strategy: Models and Measurement
Library Strategy: Models and Measurement
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Library Strategy: Models and Measurement

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  • Developed in 2008Arose from the Information Needs of a World Class University group/reportWide consultation with groups across the University including students, academic staff, support staff Produced a five year strategy – 2008-2013£1.5m of Capital funding was provided by the University to kickstart the initiativeIdentifies approximately 40 lines of action, grouped into the following programmes:Information and Communication SystemsPortals & Access SystemsContent and Knowledge AssetsIT InfrastructurePoliciesSpacesEnablers
  • Transcript of "Library Strategy: Models and Measurement"

    1. 1. Library Strategy: models and measurement University of Lund Wednesday 19th September 2012
    2. 2. Summary 1. To provide some models and frameworks for strategy and measurement 2. To consider how these apply in real situations (York & Lund)
    3. 3. WHAT IS A STRATEGY? Strategy Refresher
    4. 4. Definition ‘Strategy is the direction and scope of an organisation over the long term: which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholder expectations’
    5. 5. Characteristics of Strategy • Long-term direction • Advantage • Scope of activities • Matching of activities to environment • Contextual • Different to operational management ‘ambiguous, complex, organisation-wide & fundamental, with long-term implications’
    6. 6. Framework • Understanding strategic issues – Strategic analysis • Decisions on strategies – Strategic choice • Making strategies happen – Strategic implementation Johnson, G & Scholes, K : Exploring corporate strategy. 5th ed. Prentice Hall, 1999.
    7. 7. Levels & Effects of Strategy • Corporate - overall purpose & scope • Business Unit - particular market • Operational - to deliver the above strategies leading to • major resource changes • operational changes • structural changes • competency changes
    8. 8. Strategy Triangle (Earl) • Top Down – Senior management & Business plan • ‘Inside out’ – Staff & technical creativity • Bottom Up – User views (eg from LibQUAL+)
    9. 9. University of York Plan • Excellence • Internationalistion • Inclusivity • Sustainability
    10. 10. Lund University Plan • Cross-boundary collaboration • Internationalisation • Quality enhancement • Leader, teacher and employee excellence
    11. 11. Strategy Development 1 • Environmental analysis • Current systems evaluation • Information need • Future systems evaluation • Options and resources Earl, M.
    12. 12. Strategy Development 2 Business Planning: • Local Profile • Market Structure • Competitive Position • Market Forces • Local Strategic Implications
    13. 13. Strategy Development 3 Corporate Planning: • Corporate Objectives & Targets • Gap Analysis (External & Internal) • Strategic Appraisal (SWOT) • Formulation & Decision (Options) • Implementation (Action plans & Budgets)
    14. 14. Documentary Sources • Local – Vision – Mission – Forward Plans & Existing Strategies • Government Policies & Plans • Sectoral analyses – Higher Education (national & international) – Information & Scholarly communication • Research findings & futurology • Internal documents
    15. 15. Data Inputs • Review of existing Information Strategy, reflections on progress • Review of other University Strategies • Departmental MTP/LTP documents • Survey Outcomes: NSS, PRES, Staff Survey, Library, IT • External strategies: Gartner, UCISA, Educause, SCONUL, National Archives
    16. 16. Emergent strategy & scenarios Scenario development is a means of providing a more coherent and dramatic picture of what the Research Library might look like in the future (longer term) This vision of the future may form an introduction or an appendix to a formal strategic plan, providing a compelling or challenging narrative
    17. 17. A Scenario is … • ‘A self-contained envelope of consistent possibilities which describe the future.’ • ‘Conceptual stories composed around carefully constructed plots.’ • ‘Scenario planning attempts to capture the richness and range of possibilities, stimulating decision makers to consider changes they would otherwise ignore … it organises those possibilities into narratives that are easier to grasp … scenarios aim to challenge the prevailing mind-set.’
    18. 18. Scenario building • Consider the main environmental trends for the future (these may arise from a PEST analysis) • Translate these into opposing ‘uncertainties’ • Choose a pair to set against each other, and identify the two possible variants for each issue • Use the matrix to create up to four scenarios arising from the possibilities • Label each with a subtitle, and characterise the future vision implied as fully as you can
    19. 19. Decisions? • Which scenario for the future would you like to choose? – Which is the most likely? – Which is the least likely? – Which is closest to the status quo? • What implications are there for the Research Library in terms of choice of strategy? • How can a desirable scenario be brought about through an implementation plan?
    20. 20. ANALYSIS PHASE Strategy Phase One
    21. 21. Analysis options • Environmental analyses – PEST – Scenarios – Futurology • Organisational analysis – SWO(O)T – Portfolio (Boston Box) • Stakeholder analysis – Needs – Stakeholder power
    22. 22. Environmental analysis objectives • To understand the environmental influences on your research library (global to local) • To collect data to set the environmental analysis against your organisational strengths and weaknesses (gap analysis) • To consider actions required to achieve a better fit to prevailing conditions • To generate a set of the main constraints and drivers of the strategy
    23. 23. York and Lund … “world-class information services for a world class University” “strengthen international position and competitiveness”
    24. 24. Organisational analysis objectives • What are your library’s Strengths and Weaknesses in relation to the marketplace? • What needs to change to achieve the vision, or to meet changing requirements • Are all elements of the portfolio still needed, and what need attention either practically or politically? • What are the key areas the strategy needs to address?
    25. 25. Information Services SWOT Strengths • Building / Physical Space • Creativity and Collaboration • Embedding Academic Liaison into departments • Partnerships and Collaborations Weaknesses • Celebration/Communication of achievements • Patchy engagement with student bodies • Links with planning (MTP/LTP) • Fragmentation with staff in different office buildings
    26. 26. Information Services SWOT Opportunities • Student experience funding • New forums for engagement - Academic Co-ordinators, GSA Forum, Student/staff liaison groups • Membership of RLUK Threats • Above inflation increases in content subscription costs • Raised expectations in new funding regime • Needs for funding with student growth
    27. 27. STRATEGIC CHOICE Strategy Phase Two
    28. 28. Strategic Choices 1? • No Change • New Markets (Penetration or Development) • New Products • New Business Areas (Diversification) After Ansoff, I.
    29. 29. Strategic Choices 2? • Cost leadership - lowest price • Differentiation - uniqueness • Focus - particular segment Porter, M.
    30. 30. Testing your strategy Does it achieve: • A distinctive value proposition • A tailored value chain • Trade-offs (choices) different from competitors • Fit (strength/alignment) across the value chain • Continuity (facilitates appropriate innovation) Porter, M.
    31. 31. IMPLEMENTATION Strategy Phase Three
    32. 32. The Information Strategy
    33. 33. York core strategic programmes… A unified information strategy: 1. Information systems 2. Portals and access systems 3. Content 4. Infrastructure 5. Policy 6. Environments
    34. 34. Enablers Vision Statement The environment to permit and encourage the core programmes to progress Portfolio – Relationships – Quality – Staff and Culture – Resourcing – Collaboration and Partnerships
    35. 35. Lund LUB Strategies • Information services • Research support • Support for education and learning • Physical and virtual learning environments • A worldwide library
    36. 36. Programme Management Rationale: • Integrated delivery of change • Framework for senior management to direct • Better management of risk • Improved control • Bridge the gap between strategies and projects • Consistent policies, standards & working practices UK Office of Government Commerce
    37. 37. MSP approach Vision led and Outcome driven Vision as opposed to specification Outcome as opposed to benefit Thus your programmes are based on “outward facing description of new capabilities” arising, and measured by results generating change in “real world behaviours or circumstances”
    38. 38. Senior Staff Structure: focus on strategy
    39. 39. An outcome driven strategy: Content programme 1. An array of information resources which matches requirements and competitors 2. Better availability of core material for teaching 3. The capability to create and build digital special collections as required 4. An increasing volume of digital information for teaching, research and administration 5. The ability to offer, manipulate, store and preserve media in all relevant formats 6. The capability to embed the right content into teaching programmes 7. Users and stakeholders engaged with helping select what is required 8. Effective collection, management and distribution of the University’s knowledge assets
    40. 40. Programmes Defined by: • Vision statement • Blueprint (Roadmap?) • Business case • Organisation • Project portfolio • Benefit profile • Stakeholder map Governance requires: • Quality management • Stakeholder management • Issue resolution • Risk management • Benefits management • Resource management • Planning and control
    41. 41. Project management “The rational management of change” Identify a portfolio of projects which will achieve the vision expressed in each programme The implementation plan will need timescales, resources required, and the benefits and impact of each
    42. 42. Project matrix
    43. 43. STRATEGIC MEASUREMENT Monitoring progress
    44. 44. One Director’s perspective … • Articulating the value proposition • Translating what we understand about changing need into strategies and plans • The transformation and sustenance of our services into a different social, technological and economic future • To demonstrate that our value proposition encompasses a contribution that transcends narrow and local assumptions about the library’s role
    45. 45. Some frameworks • Critical success factors • The Balanced scorecard • EFQM • Quality maturity models • A Value scorecard
    46. 46. Critical Success Factors Definition A term used to mean the most important sub- goals for an organisation. CSFs are what must be accomplished for the strategy to be achieved. CSFs are followed by the key processes for the strategy - the activities that must be done particularly well for the CSFs to be achieved. After Oakland, J.
    47. 47. Critical Success Factors The minimum key factors or subgoals that the organisation must have or need and which together will achieve the strategy Not necessarily directly manageable, but provide direction and success criteria. Each is necessary and together they are sufficient for the strategy to be achieved. No more than eight, no less than four.
    48. 48. Application • Can be used at all levels – Organisational (Library) – Programme – Project – Service
    49. 49. Proposed Critical Success Factors 1. We must meet information needs 2. We need sufficient resource to achieve aspirations 3. We must inspire and enable innovation 4. We need to engage the University community 5. We must align with University plans 6. We must manage risk and comply with regulation
    50. 50. EFQM (2003). Introducing Excellence. Brussels: EFQM. Available at: http://www.efqm.org [Accessed 30 March 2005] Leadership People Processes Key Performance Results Policy & Strategy Partnerships & Resources People Results Customer Results Society Results Innovation and Learning Enablers Results
    51. 51. Capability Maturity Model
    52. 52. Transcendent contributions to … • The student experience • Research impact • Reputation • Internationalisation • Financial sustainability • Society
    53. 53. A Value Scorecard • Relationship & reputation capital • Organisational capital – Tangible assets and resources – Intangible and meta-assets • Library virtue – Impact and social capital • Library momentum
    54. 54. A narrative of momentum?
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