Responsive Innovation in a Local Context


Published on

Presentation to SWHELS group at meeting in the University of Gloucester

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Responsive Innovation in a Local Context

  1. 1. Responsive innovation in a local context Paul    Walk @paulwalk
  2. 2. Contents5  topics,  30  slides,  plenty  of  time  for  discussion! 1.Usage  data  and  analytics 2.Local  and  remote  (SaaS,  BYOD) 3.Residents  and  Visitors 4.Customer/Vendor  relationship  management  (CRM/VRM) 5.Responsive  innovation
  3. 3. 1. Usage data & analytics
  4. 4. Library activity data• The  University  of  HuddersQield  Library   has  been  a  pioneer  in  exploiting  activity   data: • “We  have  collected  3.9  million  library   circulation  records  over  15  years.” • “If  you  do  not  use  the  library,  you  are   over  seven  times  more  likely  to  drop   out  of  your  degree.  7.19  to  be   precise."­‐data-­‐delivering-­‐beneDits.aspx
  5. 5. Local context, expressed as activity data• analytics  are  fashionable• evidence-­‐based  service   provision  is  the  goal• highly  responsive  service   delivery  is  something  to  aim   for• predictive  analytics  are  the   holy  grail­‐data-­‐delivering-­‐beneDits.aspx
  6. 6. Local wins and strategic benefits• make  more  use  of  available   data  in  informing  investment   decisions• the  library  is  well-­‐placed  to   provide  data  about  some   aspects  of  student/researcher   ‘behaviour’• plug  into  the  wider   institutional  strategy,  but  Qind   some  opportunities  for  local   service  improvements­‐data-­‐delivering-­‐beneDits.aspx
  7. 7. Usage data & analytics: recommendations• look  for  opportunities  to  exploit  data  analytics  locally,  in  the  context  of  the  wider   institutional  approach  to  this.  If  there  isn’t  yet  a  wider  institutional  strategy  for   analytics,  be  the  pioneers!• you  need  to  get  access  to  the  skills  and  resources  to  process  and  exploit  activity   data  if  you  don’t  already  have  these• if  you  can  read  the  data,  you  have  access  to  an  important  raw  material  to  start  to   innovate  &  improve  local  services  in  a  responsive  way• the  ability  to  extract  and  use  activity  data  should  be  a  Qirst-­‐order  requirement  in   any  procurement  for  a  new  system.
  8. 8. 2. Local / remote
  9. 9. Next generation (library) systems• the  variety  is  increasing• possibilities: • proprietary  (closed) • open-­‐source • locally  installed • hosted  -­‐  Software  as  a  service  (SaaS) • cloud-­‐provided• most  ‘next  gen’  systems  have  moved  to  some  arrangement  of  cloud  and  SaaS• some  open-­‐source  alternatives  appearing• there  are  several  viable  combinations  of  these  possibilities: • e.g • an  open-­‐source  system  offered  as  SaaS  from  a  cloud  infrastructure • a  ‘locally’  installed  &  managed  system  running  on  your  cloud  infrastructure
  10. 10. The impact of the ‘cloud’• where  your  infrastructure  is  outsourced• pros • no  need  for  local  low-­‐level  systems-­‐support(i.e.  hardware,  operating  system) • may  still  need  to  conQigure  and  maintain  the  particular  system,  even  if  it  is   running  in  the  cloud • elastic  ‘hardware’  provision  -­‐  more  Qlexible/responsive  to  rapidly  changing   requirements  -­‐  easier  to  budget  for• cons • not  necessarily  cheaper  (contrary  to  popular  opinion) • some  loss  of  control  &  data  privacy/jurisdictional  issues
  11. 11. The impact of Software as a Service• where  your  system  or  service  is  outsourced• pros • all  the  advantages  of  using  cloud  infrastructure,  plus: • reduced  or  no  requirement  to  maintain/conQigure  the  SaaS  system • potential  for  continuous  improvement  -­‐  “perpetual  beta”• cons • reduction  in  control,  especially  ability  to  customise  to  local  requirements • the  ability  to  innovate  locally  is  impacted.  The  provision  of  good  APIs  by  the   remote  service  may  mitigate  this.• the  con  that  might  actually  be  a  pro • good  APIs  offer  a  good  opportunity  for  local  innovation  -­‐  better  than   locally  customising  third-­‐party  software  
  12. 12. Local / remote: recommendations• consider  the  relative  merits  of  local/remote  systems  on  your  ability  to  extract   more  value  through  local  enhancement• with  any  new  system,  whether  local  or  remote,  examine  the  affordances  of  any   APIs  offered • the  API  is  your  route  to  extensibility  and  customisation • it’s  how  you  plug  the  system  into  your  local  environment • it’s  how  you  might  allow  your  users,  with  their  own  infrastructure,  to  plug  into   the  system • it’s  where  responsive,  local  innovation  can  happen• ensure  you  have  full  access  to  your  data  in  the  system,  including  usage/activity   data
  13. 13. 3. Residents & Visitors
  14. 14. Web-users are residents or visitors• “We  found  that  our  students  could  not  be  usefully  categorised  as  Digital  Natives   or  Digital  Immigrants.  i.e.  This  distinction  does  not  help  guide  the   implementation  of  technologies  it  simply  provides  the  excuse  that  “some  people   ‘just  don’t  get  it’  which  is  why  your  new  approach  has  failed  so  badly…”• “In  effect  the  Resident  has  a  presence  online  which  they  are  constantly   developing  while  the  Visitor  logs  on,  performs  a  speciQic  task  and  then  logs  off.”­‐natives-­‐immigrants-­‐but-­‐visitors-­‐residents/
  15. 15. Digital residents• institutions  are  already  wrestling  with  the  implications  of  Bring  Your  Own  Device   (BYOD)• but,  digital  residents  -­‐  almost  by  deQinition  -­‐  bring  more  than  different  devices  -­‐   they  come  with  their  own  mix  of  infrastructure• so,  we  might  need  to  consider  a  strategy  for  ‘Bring  Your  Own  Infrastructure’  -­‐  it’s   not  just  devices,  it’s  a  plethora  of  remote  services  too
  16. 16. Gartner Says: the Personal Cloud willreplace the Personal Computer as thecentre of users digital lives by 2014
  17. 17. Context is king• the  user  is  at  the  centre  of  context • personalisation • Bring  Your  Own  Device  (BYOD)• remote  services  are  becoming  contextualised  rapidly• the  social  ‘graphs’  behind  Facebook  and  Google  are  where  the  next  phases  of   their  development  are  concentrated• major  online  services  are  starting  to  work  better  for  digital  residents  than  they  do   for  digital  visitors,  due  to  personalisation  and  inter-­‐linking
  18. 18. Residents & Visitors: recommendations• build  a  picture  of  which  of  your  users  are  residents,  and  which  are  visitors • analytics  will  help  with  this• be  mindful  that  users  who  are  visitors  in  the  library  context,  may  be  residents   elsewhere• consider  how  you  might  reach  out  to  the  residents  in  their  wider  ‘residency’.   Does  the  library  service  offering  force  them  into  a  visitor  role?• consider  how  library  services  (will)  appear  in  each  user’s  personal  ‘cloud’
  19. 19. 4. CRM / VRM
  20. 20. Client Relationship Management (CRM)• a  better  Qit  than  the  normal  phrase  Customer  Relationship  Management  perhaps? • is  a  ‘patron’  a  ‘customer’,  or  a  ‘client’?• is  there  a  ‘retail’  relationship,  or  is  the  library  an  agent,  acting  for  the  user?• the  library  is  the  customer/client  in  a  similar  relationship  with  library  systems   suppliers,  so: • if  the  library  system  is  an  SaaS  service,  and  it  achieves  a  direct  relationship   with  the  user,  then  how  does  this  change  the  role  of  the  library? • is  the  library’s  role  relegated  to  helping  the  service  provider  reach  the  user?
  21. 21. from CRM to VRM• vendor  relationship  management  (VRM)  (coined  by  Mike  Vizard)• made  popular  by  Doc  Searls,  who  uses  the  example  of  a  car • a  car  gives  the  user  a  degree  of  control  and  privacy • infrastructure  has  emerged  to  support  the  use  of  the  car • this  infrastructure  would  never  have  come  from  the  railway  companies!• Principles  of  VRM • Customers  must  enter  relationships  with  vendors  as  independent  actors. • Customers  must  be  the  points  of  integration  for  their  own  data. • Customers  must  have  control  of  data  they  generate  and  gather.  This  means   they  must  be  able  to  share  data  selectively  and  voluntarily. • Customers  must  be  able  to  assert  their  own  terms  of  engagement • Customers  must  be  free  to  express  their  demands  and  intentions  outside  of   any  one  companys  control­‐data-­‐delivering-­‐beneDits.aspx
  22. 22. VRM: fourth parties• a  new  type  of  business  on  the  net• third  parties  who  work  for  the  user,   rather  than  the  service  provider• the  fourth  party  represents  the  user’s   interests• in  other  words,  an  agent,  or  broker,  or   mediator• a  new  breed  of  companies  providing   such  services  starting  to  appear
  23. 23. Jisc Collections and KB+
  24. 24. CRM/VRM: recommendations• consider  that  the  ‘C’  in  CRM  is  ‘client’  rather  than  ‘customer’,  implying  an  ongoing,   bi-­‐directional  relationship• be  ready  to  anticipate  a  growing  demand  from  our  users  that  they  control  their   attention  data• manage  your  vendors  more  actively  -­‐  organise  with  other  customers/clients  to   achieve  more  control• have  a  look  at  Jisc’s  KB+  pilot  service  if  you  haven’t  already
  25. 25. 5. Responsive innovation
  26. 26. the perceived value of local developers• DevCSI  conducted  a  stakeholder  survey:• 495  respondents  including  developers,  their  managers,  IT  directors,  vendors,   funders,  users  (academics,  librarians,  researchers)• 75%+  agreement  that  local  developers  understand  the  local  context  and  act  as  a   bridge  between  remote  service  providers,  open  source  communities,  and  local   end  users,  and  add  value  by  integrating  into  local  contexts• 75%  agreement  that  local  developers  work  closely  with  end  users  to  deliver   innovation  (more  work  needed  though)• 70%  agreement  that  local  developers  are  undervalued  as  evidenced  by  short   term  contracts,  lack  of  professional  development  or  career  opportunities  and   poor  management
  27. 27. the value of the local developer• can  understand  local  conditions  better  than  an  external  supplier• is  more  accessible  -­‐  especially  when  adopting  agile  development  techniques• with  DevCSI,  is  now  backed  by  a  thriving  and  growing  community  of  peer   developers  working  elsewhere  in  HE• through  web  APIs,  can  tailor  remote  services  to  idiosyncratic  local  needs  -­‐  can   make  cheap  services  into  good  services• can  engage  the  technical  people  in  an  external  supplier  -­‐  not  just  the  pre-­‐sales   people!• can  engage  with  and  exploit  available  open  source  developments
  28. 28. Use the local talent!• Student  as  Producer  at  Lincoln   University• sourced  developer  effort  and  skills   from  the  student  cohort• “demonstrated  to  us  that  students  can   have  the  requisite  skills,  enthusiasm   and  experience  to  enable  us  to  innovate   rapidly”
  29. 29. The strategic developer - a new role? this is where the developer Local net works with peers Systems Peer Technical Developer Requirements this is where economies of Strategic scale and cost reduction are End User Organisational achievedRequirements Requirements Remote, User/ Strategic Remote (commercial) Domain Local System technical (SaaS) expert Developer contacts } } this is where local innovation happens local context this is where the cost of outsourcing is mitigated remote context
  30. 30. Responsive innovation: recommendations• evaluate  your  capacity  to  do  local,  technical  innovation  to  get  the  best  return  out   of  investment  in  turnkey  or  outsourced  systems• invest  in  this  capacity• don’t  forget  the  supply  of  raw  talent  in  the  student  cohort
  31. 31. Conclusion• for  local,  responsive  innovation  you  need  data,  skills  and  ideas • the  data  and  skills  are  the  most  important.  Ideas  follow  data  and  skills.• you  have  a  vested  interest  in  improving  your  service  offering• you  already  have  the  data • you  might  need  to  do  some  work  to  access  it  in  a  useful  manner• you  need  the  skills  to  exploit  this  data• you  need  the  skills  to  exploit  APIs  presented  by  remote  services
  32. 32. Should responsiveinnovation be a strategic concern? Paul    Walk @paulwalk