Presentation made to University of North Carolina summer school 2014. University College London, 23rd May 2014

2. Who was I?

4. PUBLIC KNOWLEDGE COLLECTIONS
IN THE NETWORK SOCIETY
What Today Can Tell Us About the Future

5. The collective
value
of collections

6. A concept ahead of its time

7. Research
Hypothesis

8. The traditional paradigm(s) of collecting
institutions, rooted in the requirement to
provide public value from physical collections in
fixed locations, will not accommodate
successfully the development of online service
offers that are distinctive in form and maximise
public value through alignment with trends in
user needs and behaviours.

9. The existing paradigm(s) of collecting
institutions, rooted in the requirement to
provide public value from physical collections in
fixed locations, will not accommodate
successfully the development of online service
offers that are distinctive in form and maximise
public value through alignment with trends in
user needs and behaviours.

10. The existing paradigm(s) of collecting
institutions, rooted in the requirement to
provide public value from physical collections in
fixed locations, will not accommodate
successfully the development of online service
offers that are distinctive in form and maximise
public value through alignment with trends in
user needs and behaviours.

11. The existing paradigm(s) of collecting
institutions, rooted in the requirement to
provide public value from physical collections in
fixed locations, will not accommodate
successfully the development of online service
offers that are distinctive in form and maximise
public value through alignment with trends in
user needs and behaviours.

12. TRADITIONAL
SERVICE
PARADIGM
Louvre,ParisKansasCityPublicLibraryNationalArchives,London

13. destinations

14. long-established tools
of public policy

15. monopolistic
merit good

16. trusted and reliable

17. Status Quo – stability
and consistency

18. collections define
values and skills

19. worldview -
technical rationality

20. TRADITIONAL SERVICE PARADIGM
(Open system transformation model)
Policy
Resources
Artifacts
Users and
potential
users
Demand sideSupply side
Collecting
Institution
Processes
Active
Passive
Collecting Curating Disclosing
Warehousing
Boundary
exchange
Disclosing

21. Effects of
innovation
of digital

22. The impact of
socio-technical change

23. “Networks have become the
predominant organisational
form of every domain of
human activity... The space of
flows has taken over the logic
of the space of places…”

24. Akio Morita 1946

25. 1983 Compact disc
1955 Transistor radio
1979 Walkman
1991 Playstation
1955

26. 1991Sony Music Entertainment

27. ?
1991 2000
Global music industry turn over
1973 - 2009

28. Time

29. Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
Harvard Business School Press, 1997.
Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K
van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008.
Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education.
International Futures Forum

30. Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
HORIZON 1
Sustaining Innovation
HORIZON 2
Disruptive Innovation/
Transformation Bridge
HORIZON 1
Transformative Innovation
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
Harvard Business School Press, 1997.
Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K
van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008.
Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education.
International Futures Forum

31. Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
HORIZON 1
Sustaining Innovation
HORIZON 2
Disruptive Innovation/
Transformation Bridge
HORIZON 1
Transformative Innovation
CD
heaven
Napster
MP3
iPod
iTunes
Mobile
revolution
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail.
Harvard Business School Press, 1997.
Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K
van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008.
Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education.
International Futures Forum

32. Evolution Revolution Extinction

33. “The Internet has
become a vital part of
our lives and our
society”
Dutton, W. and Blank, G. Next Generation Users: The
Internet in Britain. Oxford Internet Institute, 2011.

34. 2013 DEMOGRAPHICS OF USE
80%+ of population
online
50%+ of population
have smart phones
Dutton, W. and Blank, G. Cultures of the Internet: The Internet in
Britain. Oxford Internet Institute, 2013.

35. NEXT GENERATION USERS

36. EMERGENT EXPECTATIONS
24/7

37. usability
EMERGENT EXPECTATIONS

38. EMERGENT EXPECTATIONS
personalisation

39. EMERGENT EXPECTATIONS
engagement

40. EMERGENT EXPECTATIONS
work, shop, play

41. NETWORK EFFECTS
Redefining space and time - Globalisation
- Pace of diffusion
Gravitational forces - Networks create scale
- The big get bigger
Channel convergence - Single, two-way
- All content is electrons

42. Effects on
institutions
collecting

43. Competition

44. From shellac to iTunes

45. From desk to
desktop?

48. APPisation

50. Digital content
is the same
and different

51. “The objects of culture are no longer
secured behind glass cases or tied to
the walls of museums and galleries or
constrained by the control over
publishing and broadcasting, but are
created and recreated in the social
process.”
Tredinnick, L. Digital Information Culture: The Individual and Society in the Digital Age,
Oxford: Chandos, 2008.

52. Fragmentation
Disintermediation
Loss of Authenticity

53. Evolution
Extinction
Revolution

55. What are the challenges
and opportunities?
what are the barriers to
progress?
REFLECTIVE QUESTIONS

56. New Paradigm for Old?
Compare the consonance/dissonance
between the collecting institutions and the
emerging Network Society

57. TRADITIONAL SERVICE PARADIGM
(Open system transformation model)
Policy
Resources
Artifacts
Users and
potential
users
Demand sideSupply side
Collecting
Institution
Processes
Active
Passive
Collecting Curating Disclosing
Warehousing
Boundary
exchange
Disclosing

58. TRADITIONAL SERVICE PARADIGM
(Open system transformation model)
Policy
Resources
Artifacts
Users and
potential
users
Demand sideSupply side
Collecting
Institution
Processes
Active
Passive
Collecting Curating Disclosing
Warehousing
Boundary
exchange
Disclosing

59. PHENOMENOLOGY
To understand the phenomena
Narratives describing the lived experience
Using interview, observation, survey,
opinion, of documentary evidence
Social
analysis
narratives
Synthesis of
themes
Modelling of
ecosystem
Validation
and
conclusions
1 2 3 4

60. 1. Social Analysis
Mission
and
purpose
Structure,
politics,
power
Strategy
and
futures
Innovation
literature
review
+
Supply
and
demand
Dictionary definitions
professional agencies
policy direction
accreditation/standards
1. Mission statements
(x700)
2. Publications
(x29)

61. Strategy
and
futures
Innovation
literature
review
+
Structure,
politics,
power
Supply
and
demand
0
50
100
150
200
250
300
350
400
450
500
Curation Range Presentation Use/Effect Other
Libraries
Museums
Archives
1. Mission statements
2. Publications
Mission
and
purpose
1. Social Analysis

62. Mission
and
purpose
Strategy
and
futures
Innovation
literature
review
+
Structure,
policy,
power
structures
policy direction
power
funding and resources
freedom to act
Supply
and
demand
1. Social Analysis

63. Mission
and
purpose
Strategy
and
futures
Innovation
literature
review
+
Structure,
policy,
power Published strategies since
2000 (22)
Scope and clarity
Power to implement
Scope and reach
Consideration of long-term
futures
Supply
and
demand
1. Social Analysis

64. Mission
and
purpose
Strategy
and
futures
Innovation
literature
review
+
Structure,
policy,
power
Supply
and
demand
Sustaining
Disruptive
Transformative
Sectoral literature since 2000
Innovation
Digital
Network Society
1. Social Analysis

65. Social Analysis Narratives

66. 2. Synthesis of the evidence
and the creation of
A meta-narrative

67. Policy
Resources
Artifacts
Users and
potential
users
Demand sideSupply side Institutions
Lack of clear policy;
lack of influence
Shrinking
resources
Content
convergence
Media and
content shifts
Focus on
technical issues
Status Quo 2.0
Competition
New behaviours
and
expectations
Some Initial Thoughts
21st Century’s
sexiest job
Low policy
status
Lack of
common
purpose

68. “Many librarians who work in
physical libraries see the Internet
as providing a digital mirror of their
own institutions: the digital library
as a surrogate for the physical
library.”
Attribution redacted
email from xxxxxxxxxxxxxxxxxx, 7th March 2012

69. Mathews, Brian. Think Like a Startup, Viginia Tech, 2012.
http://vtechworks.lib.vt.edu/handle/10919/18649

70. Technical rationality
Strategic/reflective thinking

71. Institution
Content
User
User
Content
Institution
Paradigm Shift?
Traditional Network Society

72. Thanks for listening
cbatt@mac.com
chrisbatt/wordpress.com
tw. chrisbatt
www.digital-futures.org
http://www.slideshare.net/Chris_Batt/
http://uk.linkedin.com/in/chrisbatt