Download to read offline
Uploaded byChris Batt
2014 05-23 unc talk final version
The document discusses the inadequacies of traditional collecting institutions in adapting to the demands of an online service-driven society, emphasizing the need for a new paradigm that aligns with user behaviors and the digital landscape. It critiques the historical focus on physical collections and public value, while highlighting the influence of technological innovation and network structures on cultural access and distribution. The text suggests a transformation in thinking and operation of these institutions to remain relevant in the evolving digital age.
More Related Content
Similar to 2014 05-23 unc talk final version
2014 05-23 unc talk final version
- 2.
- 4. PUBLIC KNOWLEDGE COLLECTIONS INTHE NETWORK SOCIETY What Today Can Tell Us About the Future
- 5.
- 6. A concept aheadof its time
- 7.
- 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.
- 13.
- 14.
- 15.
- 16.
- 17. Status Quo –stability and consistency
- 18.
- 19.
- 20. TRADITIONAL SERVICE PARADIGM (Opensystem 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.
- 22.
- 23. “Networks have becomethe predominant organisational form of every domain of human activity... The space of flows has taken over the logic of the space of places…”
- 24.
- 25. 1983 Compact disc 1955Transistor radio 1979 Walkman 1991 Playstation 1955
- 26.
- 27. ? 1991 2000 Global musicindustry turn over 1973 - 2009
- 28.
- 29. Strategic fit Time H1 H2 H3 Three Horizonsof 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 Horizonsof 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 Horizonsof 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.
- 33. “The Internet has becomea 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 OFUSE 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.
- 36.
- 37.
- 38.
- 39.
- 40.
- 41. NETWORK EFFECTS Redefining spaceand time - Globalisation - Pace of diffusion Gravitational forces - Networks create scale - The big get bigger Channel convergence - Single, two-way - All content is electrons
- 42.
- 43.
- 44. From shellac toiTunes
- 45.
- 48.
- 50. Digital content is thesame and different
- 51. “The objects ofculture 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.
- 53.
- 55. What are thechallenges and opportunities? what are the barriers to progress? REFLECTIVE QUESTIONS
- 56. New Paradigm forOld? Compare the consonance/dissonance between the collecting institutions and the emerging Network Society
- 57. TRADITIONAL SERVICE PARADIGM (Opensystem 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 (Opensystem 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 thephenomena 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 Dictionarydefinitions 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 PresentationUse/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 andresources freedom to act Supply and demand 1. Social Analysis
- 63. Mission and purpose Strategy and futures Innovation literature review + Structure, policy, power Published strategiessince 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 since2000 Innovation Digital Network Society 1. Social Analysis
- 65.
- 66. 2. Synthesis ofthe evidence and the creation of A meta-narrative
- 67. Policy Resources Artifacts Users and potential users Demand sideSupplyside 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 whowork 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. ThinkLike a Startup, Viginia Tech, 2012. http://vtechworks.lib.vt.edu/handle/10919/18649
- 70.
- 71.
- 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