Ithaka is a not-for-profit organization focused on enhancing academic research and teaching through digital technologies, offering resources like JSTOR, Portico, and Artstor. The document discusses the importance of adapting traditional revenue models in academic publishing, particularly in the context of evolving user expectations and the innovation landscape. It emphasizes the need for iterative design and user feedback in developing new academic resources, such as the reimagined monograph.

1. ITHAKA is a not-for-profit organization that helps the academic
community use digital technologies to preserve the scholarly record
and to advance research and teaching in sustainable ways.
JSTOR is a not-for-profit
digital library of academic
journals, books, and
primary sources.
Ithaka S+R is a not-for-profit
research and consulting
service that helps academic,
cultural, and publishing
communities thrive in the
digital environment.
Portico is a not-for-profit
preservation service for
digital publications, including
electronic journals, books,
and historical collections.
Artstor provides 2+ million
high-quality images and
digital asset management
software to enhance
scholarship and teaching.

2. JSTOR Labs works with partner publishers, libraries and
labs to create tools for researchers, teachers and students
that are immediately useful – and a little bit magical.

3. THE TROUBLE
WITH WIDGETS

4. The word widget is a placeholder
name for an object or, more
specifically, a mechanical or other
manufactured device. It is an abstract
unit of production.
https://en.wikipedia.org/wiki/Widget_(economics)

5. WIDGETS
OF CONTENT
• Neat, pre-defined packages of content
ex. books, journals
• Publishers competed and
libraries/users selected based on what
was IN packages
• But it’s not so easy any more…

6. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources

7. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
Great
articles!

8. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
Great
articles!
The contents
of the
containers
are still
important!

9. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
Great
articles!
But pay
attention here
too, now:
Article
Processing
Charges

10. The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
Great
articles!
And here:
The Big
Deal

11. YOU’RE NOT THE
ONES SETTING
YOUR USERS’
EXPECTATIONS

12. THESE
MAMMOTHS
AREN’T *JUST*
SETTING USERS’
EXPECTATIONS

13. WHAT’S A
[YOUR NAME HERE]
TO DO?

14. HORIZONS OF INNOVATION
Horizon 1 Horizons 2 & 3
• Horizon 1 =core business
• Innovation usuallyseeks
operational efficiencies
• You know themarket, the
product, etc.
• You can makereasonable
predictions aboutboth
costto develop andhow
market will react
• Horizons 2&3 = new
products, new markets &
new businesses
• “If you build it, they will
come.”
• You don’teven know
what“it” is
• Or who “they”are
Horizons framework:
http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth
http://blog.hypeinnovation.com/using-the-three-horizons-framework-for-innovation

15. Q: If H2 and H3 are so uncertain,
how do you find your way to a
sustainable new product or business?
The Design Squiggle, by Damien Newman:
http://cargocollective.com/central/The-Design-Squiggle/

16. A: Lots of short iterations + lots of
user feedback = speeding up the
learning cycle
Innovation isn’t one big “Eureka,”
it’s a thousand little ones.

17. REIMAGINING THE
MONOGRAPH
Can we improve the experience
and value of long-form
scholarship?
Aug-Sep: User Research
Oct: Workshop
Nov: Build Prototype
Dec: Release Paper/Prototype

18. USER RESEARCH

19. WORKSHOP

20. PROTOTYPING

21. labs.jstor.org/topicgraph
TOPICGRAPH
Understand at a glance the topics covered in a book.
Jump straight to pages about topics you’re researching.

22. REIMAGINING THE MONOGRAPH
White paper describing the project, process and principles released as a
draft for comment
labs.jstor.org/monograph

23. www.jstor.org/analyze
AND ONE FOR GOOD MEASURE:
Text Analyzer:
Use your own document to search for articles and books.

24. Thank you
Alex Humphreys
Director, JSTOR Labs
ITHAKA
http://labs.jstor.org
@abhumphreys
alex.humphreys@ithaka.org
Further Reading
• The Lean Startup, Eric Ries
• Business ModelGeneration & Value
PropositionDesign,
Osterwalder et al.
• Marty Cagan’s Blog: svpg.com/articles
• Running Lean & Scaling Lean, Ash
Maurya
• Sprint, Knapp, Zeratsky, & Kowitz

25. APPENDIX
(OPEN IN CASE OF NO
INTERNET CONNECTION)