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  • Camp Presentation

    1. 1. Branding Innovation Prototyping Libraries of the Future Camp Helsinki November 2008 Knud Schulz
    2. 2. Modern library practice and strategies – means that roles constantly change
    3. 3. The frame of the camp! <ul><li>The task is to create the best library of the future </li></ul><ul><li>Today we are one organization – here together </li></ul><ul><li>We need you as professional specialists and managers </li></ul><ul><li>We have the opportunity – and mild pressure </li></ul><ul><li>We are going to present our results to the colleagues from the Helsinki region and representatives from the ministry tomorrow afternoon </li></ul><ul><li>The world expects the best of you! </li></ul>
    4. 4. Rethinking <ul><li>Do we need to disintegrate the library before reconstructing it? </li></ul><ul><li>The change in society and the way of living are creating new premises for the need of the library </li></ul><ul><li>The identity of the human beings are related to and depending on new ways of communication </li></ul>
    5. 5. The Challenge <ul><li>“ – only the paranoid survive” </li></ul><ul><li>Andy Grove – Intel 1995 </li></ul>
    6. 6. The Worst Scenario? <ul><li>Expect the worst </li></ul><ul><li>Nobody needs the library </li></ul><ul><li>Google serves the digital library users </li></ul><ul><li>The physical library change into a museum showing the industrial decade’s way of handling information </li></ul><ul><li>Library managers will be strategic attendants at the museums </li></ul><ul><li>Librarians become zombies </li></ul>
    7. 7. Are the managers the obstacles? <ul><li>Often miss to develop & innovate </li></ul><ul><li>Are in a position of rest </li></ul><ul><li>Unwilling to set new agendas and new goals </li></ul><ul><li>Afraid of change </li></ul>
    8. 8. Focus on Innovation <ul><li>The most common barriers are the lack of: </li></ul><ul><li>Risk culture </li></ul><ul><li>Competencies </li></ul><ul><li>Rigidity in the organization </li></ul><ul><li>Finance </li></ul><ul><li>Involving of costumers/users </li></ul><ul><li>Management priority </li></ul><ul><li>Professional know how </li></ul><ul><li>Priority of time for development </li></ul>
    9. 9. What’s Going On In the Libraries? <ul><li>The change from “industrial society” libraries to “knowledge society” libraries </li></ul><ul><li>A lot of the routine work is done by the users </li></ul><ul><li>The digital content, the internet and browsers provide more information resources than educated librarians did 5 years ago </li></ul><ul><li>Worst case scenario - What will be the need for libraries in the future? </li></ul>
    10. 10. The strategy for changing <ul><li>The need for rethinking the library </li></ul><ul><li>The need for a fusion between physical – virtual </li></ul><ul><li>Focus on development </li></ul><ul><li>Bringing new skills into the library </li></ul><ul><li>Promoting learning in the organization </li></ul><ul><li>Force users to dismiss the book as library brand </li></ul>
    11. 11. The library as a space – in the future? <ul><li>The building supports the needs of the users </li></ul><ul><li>The building interacts with the surroundings and environment </li></ul><ul><li>The building acts adaptively </li></ul>
    12. 12. The Change <ul><li>From </li></ul><ul><li>Transactions – loans, search etc. </li></ul><ul><li>Relations – new services based on facilitating relational communication </li></ul>
    13. 13. Innovation Strategy <ul><li>A strategy is not something you have </li></ul><ul><li>– it is something you do </li></ul><ul><li>The strategy constantly need to be reformulated </li></ul>
    14. 14. The Innovation Strategy <ul><li>“ generate ideas is to be creative; to convert ideas to results is to be innovative. Being innovative in an organized and user-oriented fashion is the essential competitive parameter of the 21st century…” </li></ul><ul><li>Steve Jobs, Apple inc. </li></ul>
    15. 15. Users as focal point <ul><li>Users are the potentiality of change </li></ul><ul><li>Users should be part of the ​innovation processes - from the creative phase to testing and realisation </li></ul>
    16. 16. User-driven innovation <ul><li>User-driven innovation is a systematic approach to the development of new products, services etc., based on exploration and involvement of users’ lives, identities, practices and needs – including the needs that users are not even aware of. </li></ul><ul><li>User-driven innovation is a method to increase accuracy in developmental work. Users are not driving innovation, but innovation is anchored in users’ life situations and needs – more than in library staffs traditional thinking </li></ul>
    17. 17. Development Process
    18. 18. User driven innovation
    19. 19. Innovation requires prioritized ressources <ul><li>Citizens’ Services and Libraries annually allocates a common pool for innovation. </li></ul><ul><li>10 % of the budget of the Main Library are dedicated to development/innovation </li></ul>
    20. 20. Innovation requires management focus and commitment <ul><li>Each year, processes to prioritise ideas are carried out, in which the management changes strategies into decisions by allocating funds for innovative ideas </li></ul>
    21. 21. Competences exist in networks <ul><li>Innovation processes involve competences from Citizens’ Services and Libraries and from national and international network partners </li></ul>
    22. 22. Innovation is branding too <ul><li>Innovation processes must result in positive attention from users and politicians as well as from professional colleagues </li></ul>
    23. 23. Prototyping the Future
    24. 24. Rethinking the Physical Library <ul><li>‘ Self-service’ the traditional library routines </li></ul><ul><li>Support the user needs by using pervasive technologies </li></ul><ul><li>Facilitate the users’s ownership </li></ul><ul><li>Redesign the library </li></ul><ul><li>Merge the digital and the physical library </li></ul>Innovate the Library Brand
    25. 25. Every library should be a research centre of its own <ul><li>with users as performers </li></ul><ul><li>and </li></ul><ul><li>staff as supporters </li></ul><ul><li>thank you for listening </li></ul>