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What Libraries Stop Doing

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Presented at Internet Librarian 2018

Published in: Services
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What Libraries Stop Doing

  1. 1. What libraries stop doing: Stopping to start REBECCA JONES REBECCA@DYSARTJONES.COM
  2. 2. Why we stop What others – and you – have stopped How to stop
  3. 3. What have you stopped doing?
  4. 4. Why?
  5. 5. We never just stop We begin something else We reallocate our most precious, special, expensive resource
  6. 6. That starting has included  Librarians as:  team members in faculties, in corporate due diligence teams, in community initiatives  Library technicians or assistants engaged in:  Service and process assessments and statistics  Leading programs
  7. 7.  Librarians no longer:  Working daily service point shifts  Delivering all programs  Selecting, approving or checking all items purchased What?
  8. 8. Technicians & assistants no longer: Processing purchased items Ordering Manually checking out What?
  9. 9. Evidence & Ensuring People Have the Skills & Confidence to Grow & Go Anywhere How?
  10. 10. ” “ NPR: What? From Library to RAD
  11. 11. ” “ Divest Dewey C3 @ Markham Public Library since 2009
  12. 12. ” “ Transform catalogs to guides
  13. 13. ” “ Phase out programs to Fuse In other events Nina Simon’s C3: creative connected community Book clubs Maker and Repair Labs
  14. 14. ClientValue Time Maturity Introduction Withdrawal Growth Decline Service lifecycle
  15. 15.  Maximize value of services in terms of the organization’s objectives  Balance services offerings  Ensure you don’t have more offerings than you can manage/support  Align services with strategy Portfolio management
  16. 16. Client Interest Organizational Capability CRITICALDOUBLE OR QUIT DIVEST or PHASE OUT MAINTAIN, NO GROWTH Strategic Fit
  17. 17. Dip diplomatically  Take what works in your culture  Cooper’s advice “proceed in a cautious, well-planned manner”  Acknowledge a service life cycle
  18. 18. https://blackboxofpm.com
  19. 19. Why is this so difficult?
  20. 20. “Ruthless prioritization means falling in love with the mission, not the service, not the project.” MANIFESTO OF RUTHLESS PRIORITIZATION
  21. 21. To love your mission, you must know your mission YOUR LIBRARY EXISTS TO SOLVE A PROBLEM
  22. 22. Rigorous or Ruthless IS ALL ABOUT OUR MINDSET AND PROCESS
  23. 23. Determine priorities Estimate return on investment in terms of your missions for each project 1 Apply three constraints: dependencies, timelines, and team composition 2 Put the puzzle together— sequence projects based ROI + constraints 3
  24. 24. ROI What value for customers is being created? How much time will this take? 1. Estimate return on investment in terms of your missions for each project or program
  25. 25. Constraints What needs to happen 1st to allow the project to progress? What’s going to hinder the schedule? What competencies & capacity? 2. Apply three constraints: dependencies, timelines, and team composition
  26. 26. 3. Put the puzzle together— sequence projects based ROI + constraints
  27. 27. Why we stop What others – and you – have stopped How to stop
  28. 28. ” “ Thank you! rebecca@dysartjones.com

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