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Internet Librarian International, London
                             16th October 2008
                                Session C204




Ken Chad
Director
Ken Chad Consulting Ltd
ken@kenchadconsulting.com
Te: +44 (0)7788 727 845
www.kenchadconsulting.com
(determines whether you are going to do anything at all. Growth
               and trouble are the motivators)
targets demanding high end customers
better performance
incremental year on year
some innovations are breakthrough
leapfrog-beyond-the-competition
established companies almost always
win
not about better products to established
customers
not as good as current products
..but simpler, more convenient, less
expensive, to less demanding
customers
entrant companies can win
with a UK bias
after 25 years the market has matured
Choosing a new ILS is a lot like choosing a
                          rental car. . any ILS is going to get you
                         where you need to go       Andrew K. Pace.
                                           2004 ...




Dismantling Integrated Library Systems. By Andrew K. Pace   Library Journal February 1, 2004.
(everyone almost- has changed in the
          last 2-3 years)
June 2005: Sirsi and Dynix merge and
become SirsiDynix

November 05: Geac (now Infor) announces
its acquisition by Golden Gate Capital, a
private equity company.

November 2005 OCLC Pica acquires
Fretwell Downing (OLIB etc)
February 2006: Talis is reconstructed : the
owners (BLCMP Ltd and an Employee Benefit Trust)
vote to transfer ownership to a new company called
Talis Group

July 06: ExLibris acquired by Francisco Partners, a
private equity company

December 06: Endeavor acquired from Elsevier by
ExLibris and Francisco Partners
January 2007: SirsiDynix acquired by Vista Equity
partners, a private equity company

June 07 Bowker (CIG) acquires MediaLabs
(AquaBrowser)

July 07 OCLC acquires remaining shares in OCLC
PICA
Feb 2008: Axiell buy DS

June 08: Civica management buyout with 3i equity

August 08: Leeds Equity buy Ex Libris

September 08 OCLC buy AMLIB
The discipline of private equity makes companies fitter, leaner
and better able to compete. Ian Armitage, partner at HgCapital Quoted in Sunday Times on 18 February
                                                                                            th




 Private equity buys an entire company improves the company
and owns it typically for three to seven years. It then sells it or
takes dividends by refinancing it . Stephen Schwarzman Blackstones. Quoted in Sunday Times on 18       th

February



As a rule of thumb, unless a business can offer the prospect of
significant turnover growth within five years, it is unlikely to be
of interest to a private equity firm . An introduction to private equity. The British Private
Equity and Venture Capital Association
for example .in UK HE
four vendors have nearly 90% of the market
UK HE Market Share   Axiel

                                   ExLibris (inc Endeavor)

                                   Infor (formerly Geac)

                                   Innovative Interface
                   ExLibris
Talis 23%          23%             ISOxford

                                   OCLC Pica (Fretwell
                                   Downing)
                                   Payne Automation

                                   SirsiDynix


 SirsiDynix         Innovative     Softlink

 23%                18%            Talis

                                   VTLS

                                   Unknown
in UK Public Libraries
four vendors have 90% of the market
UK Public Libraries Market Share

                                                Bibliomondo
  Talis 26%                                     Civica
                               Axiell/ DS 30%
                                                DS
                                                Infor
                                                In-house
                                                Innovative
                                                IS Oxford
                                                RedSky
SirsiDynix 23%             Infor 10 %           SirsiDynix
                                                Talis
renewing legacy products
e.g. Alto, Symphony
introducing new products
e.g. Encore, Primo, WorldCat Local, Arena
looking for ways to interoperate to
increase their value
e.g. Keystone
(part of the 2008 JISC/ SCONUL commissioned study)




Oren Beit-Arie, Chief Strategy Officer
ExLibris
                                                     Neil Block, Vice President of Worldwide Sales.
                                                     Gene Shimshock, Vice President Marketing.
                                                     Innovative Interfaces

                    Stephen Abram,
                    Vice President of Innovation SirsiDynix




                                                     Dave Errington (CEO) and Director
                                                     Justin Leavesley (CTO and Director)
                                                     Talis
factors outside the library domain-e.g. Web
2.0, Semantic (m2m, linked ) Web, Google,
Facebook
new user behaviours
global web-based standards. W3C. SOA, web
services which enable interoperability &
 decoupling of products
need for increased productivity and reduced
cost of ownership
in response to those drivers they are
       changing their offerings
 vertical search -Encore, Primo, AquaBrowser
    competing with Google et al in the library (vertical) market. Claim
    to provide better access and delivery of resources in a
    library/scholarly context

 aggregation-a move to SaaS and Platforms
    using Google/Amazon type techniques-Talis, OCLC

 Uniform Resource Management
    one system for print & electronic resources

 exploiting the value in context - intentional data clickstreams
 etc. esp.relevant in HE
    a user s context is an increasingly important attribute. It can enable
    more personalised services. Its value is not yet fully appreciated in
    libraries
we re seeing the seeds of a new revolution being sewn
   [ sic] . As the goal of some companies becomes once more
   attuned to trimming costs... libraries and their users suffer. In
   some cases, cost savings are being generated for the company
   by consolidating products When this happens, it is short-term
   profit that is the objective rather than serving the long-term
   mission of libraries. These companies have become
   unresponsive to the collective goals of our profession and,
   like so much of our society these days, are no longer focused on
   the we but the me . It is a sad state of affairs and one that
   will not be tolerated

A symphony out of tune: when companies go deaf . Carl Grant. Care Affiliates blog. 4 July 2007.
www.care-affiliates.com/thoughts/archives/6
We feel that software companies have not designed Integrated
    Library Systems that meet the needs of academic libraries, and
    we don t think those companies are likely to
    meet libraries needs in the future by making
    incremental changes to their products.
    Consequently, academic libraries are devoting significant time
    and resources to try to overcome the inadequacies of the
    expensive ILS products they have purchased. Frustrated with
    current systems, library users are abandoning the ILS and
    thereby giving up access to the high quality scholarly
    resources libraries make available

Duke University Openlib project
With support from The Andrew W. Mellon Foundation, the Open
Library Environment ( OLE) Project will convene the
academic library community in the design of an Open Library
Management System built on Service Oriented Architecture. The
project leaders are a multi-national group of libraries
dedicated to thinking beyond the current model of an
Integrated Library System and to designing a new system
that is flexible, customizable and able to meet the changing and
complex needs of modern, dynamic academic libraries. The end
product will be a design document to inform open source library
system development efforts, to guide future library system
implementations, and to influence current Integrated Library
System vendor products
is all this sustaining or disruptive?
undifferentiated products where price is
a main criterion
a market full of M&A
functionally rich products (cf. MS Office)
marginal competitors are taking market
share
will we see (have we seen) disruption?
For more than 150 years, modern complex
democracies have depended in large measure
 on an industrial information economy      .In
the past decade and a half we have begun to
  see a radical change in the organisation of
     information production. Enabled by
technological change, we are beginning to
 see a series of economic, social and cultural
   adaptations that make possible a radical
    transformation of how we make the
          information environment .
     Yochai Benkler a Professor of Law at Yale Law School
Messiness is a digital
virtue, leading to new
ideas, efficiency, and
social knowledge;
Authorities are less
important than buddies.
Knowledge has been
shackled to the physical.
Now that the digitising of
information is allowing us
to go beyond the
physical ..the shape of
our knowledge is
changing . [P 71 ]
. once texts are digitised they take on a
    fascinating new attribute that economists call
     non-rival . Unlike a printed book, a digitised
    text can be used by countless people at the
    same time without interference (no need to
    look over a shoulder) or destruction (an e-
    text doesn t wear out) of the shared resource.
    In these terms an e-book is technically
    speaking a limitless resource. My use of a
    Project Gutenberg text does not rival your
    use. The cost of producing and
    delivering each new copy is also
    effectively zero.
Are you missing the point? The Impact of Web 2.0. By Ken Chad. CILIP Library+ Information
    Gazette, 21st September 2007
cheap, utility-supplied computing
will ultimately change society as
profoundly as cheap electricity did
with less than 10 people [ Flikr] had
millions of users generating content,
millions of users organising that
content for them, tens of
thousands of users distributing that
across the internet
(isn t organising content what librarians are supposed to do?)
.. technology is unleashing a capacity for speaking
    that before was suppressed by economic
 constraint. Now people can speak in lots of ways
they never before could have, because the economic
           opportunity was denied to them
                             Mother Jones Magazine (website)
  Interview with Lawrence   Lessig: Stanford Law School Professor, Creative Commons Chair
                                      June 29, 2007

            http://www.motherjones.com/interview/2007/07/lawrence_lessig.html
We-Think changes how we access and organise
 information and so is bound to disrupt libraries and
 librarians

 The library of the future will be a platform for
  participation and collaboration with users
  increasingly sharing information amongst themselves
  as well as drawing on the library s resources

Charles Leadbeater. We Think. The future is us Profile Books Ltd. 2008
when we change the way we
                  communicate we change society


..real revolutions don t involve an orderly
  transition from A to point B. Rather they go
  from A through a long period of chaos      .in
  that chaotic period old systems get broken
  before new ones become stable.
Here comes everybody By Clay Shirky. Allen Lane. 2008
everyone (can) become a publisher
blogs, wikis, podcasts, video
encyclopaedias, (wiki) books
tagging, reviews, ratings
As user generated content continues to be
commercialised, it seems the largest
threat posed won t be to big corporations
but to individual professionals to the
journalists, editors researchers
  librarians and other information workers
who can be replaced by .people not on
the payroll
creativity is being strangled by the law
 Copyright law has not responded with common sense as it had to do in the
  past when technology changes challenged established law e.g. over the
                issue of the trespass of airplanes over land

   Artists can choose the kind of re-use their work enables. That is what
                        Creative Commons is about

      We live life against the law in a new age of prohibitions --this is
                                  dangerous.




                           Larry Lessig: How creativity is being strangled by the law.
                           http://www.ted.com/talks/view/id/187
copyright is important to librarians.

 Lynne's focus is particularly on copyright and the
implications of new technologies in the digital
environment
we invite teachers, students, and researchers to join us in creating
open educational resources and collaborative learning communities
libraries have historically done well in adapting to
        the needs of the user

        however, there are now many competitors and the
        absence of a user based approach and user
        intelligence beginning to tell

        threat from a combination of search engines, social
        network sites and publishers



How users behave (and what libraries should do) . David Nicholas. CIBER, UCL Centre for
Publishing, School of Library, Archive and Information Studies University College London.
(Presented at Sustaining the Digital Library Symposium. Edinburgh University 2007)
(i.e. not the
university s .)
when we change the way we
                   communicate we change society

..when a profession has been created as a
  result of some scarcity, as with librarians
  or television programmers, the
  professionals are often the last ones to
  see it when that scarcity goes away. It is
  easier to understand that you face
  competition than obsolescence
Here comes everybody. By Clay Shirky. Allen Lane. 2008
when we change the way we
                communicate we change society



   ..in some cases the change that threatens the
   profession benefits society.
Here comes everybody. By Clay Shirky. Allen Lane. 2008
Tech is a tool. Your library will not be cool if you outfit every
     librarian with a Palm pilot if they don't know how to use them,
     don't care or don't get what it means for service. Too many
     times we throw money at a problem for a technology solution
     and then get bound up in the fine details and overthinking. That
     planning should have been done first! We are in a position
     to ease up and explore relatively low cost
     technologies and adopt those 2.0 attitudes.                  To
     me, that's letting go of that micro-management control some
     librarians use and letting librarians dream, innovate and plan
     without red tape, endless meetings and barriers disguised as
     quot;baby steps.quot;


Michael Stephens - Future of Librarians Interview
http://www.degreetutor.com/library/librarians-online/michael-stephens
What are the greatest challenges?

   Institutional inertia comes to mind. a lack of focus on trends
   and the future. An attitude of quot;we've always done it that way.quot;
   Those things don't fly today. I think the greatest challenge does
   come from within. I worry that those libraries that move so slow
   in adapting to shifts in society and culture will never be as great
   as they can be. . Telling our story is important. proving the
   worth of the building, the online presence and the people who
   make it all happen is important t .Watch what's happening
   in business. Look at the power of the blogosphere. The
   libraries that embrace the ideas and attitudes will overcome the
   challenges of budget, limitations of space and mindset.


Michael Stephens - Future of Librarians Interview
http://www.degreetutor.com/library/librarians-online/michael-stephens
In this mode of exploratory development; it is better
to have a year's worth of experience, regardless of
the success of this experience, than to spend that
year producing a comprehensive plan of action. Most
of today's library managers learned how to manage
during the transition from paper to automated
libraries. This transition involved sustaining
technologies where planning mattered. The lessons
it taught will not apply in the transition to the
disruptive technologies of the electronic library

Lewis, David W. The Innovator's Dilemma: Disruptive Change and Academic
Libraries. Library Administration & Management 18(2):68-74 Spring 2004
The information environment really has changed
and become far more competitive for libraries
digital makes a profound difference
user behaviour and expectations have changed
and continue to change
to succeed in this disruptive environment requires
new attitudes and new skills
Avoid a (costly) LMS procurement process
Sweat the assets to get more value from the existing LMS investment
Make the LMS interoperate more effectively with other systems
Look at ways to save costs and improve services by adding features
around the core LMS
Explore consortia working and shared services
Keep a watch on Open Source LMS developments but don t invest yet
Liberate library metadata for re-use
Use clickstream and context data to improve services such as search

Implement vertical search
Libraries therefore need to invest with caution but not
     complacency. Whilst it is clear that the library function has
     continuing and growing value based upon a basic human
     motivation (Google after all is a company with a self declared
      library. mission) it is not clear what role conventional
     libraries will play. Librarians themselves have to face a
     major challenge and tread a careful line between securing a
     good return on investment and more imaginative leaps to
     ensure accessibility and relevance to their user community



Library Management Systems. Investing wisely in a period of disruptive change. Briefing
paper by Ken Chad. JISC SCONUL. April 2008
where should we focus to get the best return?




                                                                             Strategic sweet spot
   Adapted from: 'Can you say what your strategy is'. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
'Smooth curve #1.' By theothermattm. http://www.flickr.com/photos/theothermattm/2748026862/
Internet Librarian International, London
                             16th October 2008
                                Session C204




Ken Chad
Director
Ken Chad Consulting Ltd
ken@kenchadconsulting.com
Te: +44 (0)7788 727 845
www.kenchadconsulting.com

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Return On Library Technology Investment Ili 2008 C204 16 Oct

  • 1. Internet Librarian International, London 16th October 2008 Session C204 Ken Chad Director Ken Chad Consulting Ltd ken@kenchadconsulting.com Te: +44 (0)7788 727 845 www.kenchadconsulting.com
  • 2.
  • 3. (determines whether you are going to do anything at all. Growth and trouble are the motivators)
  • 4.
  • 5.
  • 6.
  • 7.
  • 8. targets demanding high end customers better performance incremental year on year some innovations are breakthrough leapfrog-beyond-the-competition established companies almost always win
  • 9. not about better products to established customers not as good as current products ..but simpler, more convenient, less expensive, to less demanding customers entrant companies can win
  • 10.
  • 11. with a UK bias
  • 12. after 25 years the market has matured
  • 13. Choosing a new ILS is a lot like choosing a rental car. . any ILS is going to get you where you need to go Andrew K. Pace. 2004 ... Dismantling Integrated Library Systems. By Andrew K. Pace Library Journal February 1, 2004.
  • 14.
  • 15. (everyone almost- has changed in the last 2-3 years)
  • 16. June 2005: Sirsi and Dynix merge and become SirsiDynix November 05: Geac (now Infor) announces its acquisition by Golden Gate Capital, a private equity company. November 2005 OCLC Pica acquires Fretwell Downing (OLIB etc)
  • 17. February 2006: Talis is reconstructed : the owners (BLCMP Ltd and an Employee Benefit Trust) vote to transfer ownership to a new company called Talis Group July 06: ExLibris acquired by Francisco Partners, a private equity company December 06: Endeavor acquired from Elsevier by ExLibris and Francisco Partners
  • 18. January 2007: SirsiDynix acquired by Vista Equity partners, a private equity company June 07 Bowker (CIG) acquires MediaLabs (AquaBrowser) July 07 OCLC acquires remaining shares in OCLC PICA
  • 19. Feb 2008: Axiell buy DS June 08: Civica management buyout with 3i equity August 08: Leeds Equity buy Ex Libris September 08 OCLC buy AMLIB
  • 20. The discipline of private equity makes companies fitter, leaner and better able to compete. Ian Armitage, partner at HgCapital Quoted in Sunday Times on 18 February th Private equity buys an entire company improves the company and owns it typically for three to seven years. It then sells it or takes dividends by refinancing it . Stephen Schwarzman Blackstones. Quoted in Sunday Times on 18 th February As a rule of thumb, unless a business can offer the prospect of significant turnover growth within five years, it is unlikely to be of interest to a private equity firm . An introduction to private equity. The British Private Equity and Venture Capital Association
  • 21.
  • 22. for example .in UK HE four vendors have nearly 90% of the market
  • 23. UK HE Market Share Axiel ExLibris (inc Endeavor) Infor (formerly Geac) Innovative Interface ExLibris Talis 23% 23% ISOxford OCLC Pica (Fretwell Downing) Payne Automation SirsiDynix SirsiDynix Innovative Softlink 23% 18% Talis VTLS Unknown
  • 24. in UK Public Libraries four vendors have 90% of the market
  • 25. UK Public Libraries Market Share Bibliomondo Talis 26% Civica Axiell/ DS 30% DS Infor In-house Innovative IS Oxford RedSky SirsiDynix 23% Infor 10 % SirsiDynix Talis
  • 26. renewing legacy products e.g. Alto, Symphony introducing new products e.g. Encore, Primo, WorldCat Local, Arena looking for ways to interoperate to increase their value e.g. Keystone
  • 27.
  • 28. (part of the 2008 JISC/ SCONUL commissioned study) Oren Beit-Arie, Chief Strategy Officer ExLibris Neil Block, Vice President of Worldwide Sales. Gene Shimshock, Vice President Marketing. Innovative Interfaces Stephen Abram, Vice President of Innovation SirsiDynix Dave Errington (CEO) and Director Justin Leavesley (CTO and Director) Talis
  • 29. factors outside the library domain-e.g. Web 2.0, Semantic (m2m, linked ) Web, Google, Facebook new user behaviours global web-based standards. W3C. SOA, web services which enable interoperability & decoupling of products need for increased productivity and reduced cost of ownership
  • 30. in response to those drivers they are changing their offerings vertical search -Encore, Primo, AquaBrowser competing with Google et al in the library (vertical) market. Claim to provide better access and delivery of resources in a library/scholarly context aggregation-a move to SaaS and Platforms using Google/Amazon type techniques-Talis, OCLC Uniform Resource Management one system for print & electronic resources exploiting the value in context - intentional data clickstreams etc. esp.relevant in HE a user s context is an increasingly important attribute. It can enable more personalised services. Its value is not yet fully appreciated in libraries
  • 31. we re seeing the seeds of a new revolution being sewn [ sic] . As the goal of some companies becomes once more attuned to trimming costs... libraries and their users suffer. In some cases, cost savings are being generated for the company by consolidating products When this happens, it is short-term profit that is the objective rather than serving the long-term mission of libraries. These companies have become unresponsive to the collective goals of our profession and, like so much of our society these days, are no longer focused on the we but the me . It is a sad state of affairs and one that will not be tolerated A symphony out of tune: when companies go deaf . Carl Grant. Care Affiliates blog. 4 July 2007. www.care-affiliates.com/thoughts/archives/6
  • 32. We feel that software companies have not designed Integrated Library Systems that meet the needs of academic libraries, and we don t think those companies are likely to meet libraries needs in the future by making incremental changes to their products. Consequently, academic libraries are devoting significant time and resources to try to overcome the inadequacies of the expensive ILS products they have purchased. Frustrated with current systems, library users are abandoning the ILS and thereby giving up access to the high quality scholarly resources libraries make available Duke University Openlib project
  • 33. With support from The Andrew W. Mellon Foundation, the Open Library Environment ( OLE) Project will convene the academic library community in the design of an Open Library Management System built on Service Oriented Architecture. The project leaders are a multi-national group of libraries dedicated to thinking beyond the current model of an Integrated Library System and to designing a new system that is flexible, customizable and able to meet the changing and complex needs of modern, dynamic academic libraries. The end product will be a design document to inform open source library system development efforts, to guide future library system implementations, and to influence current Integrated Library System vendor products
  • 34. is all this sustaining or disruptive?
  • 35. undifferentiated products where price is a main criterion a market full of M&A functionally rich products (cf. MS Office) marginal competitors are taking market share
  • 36. will we see (have we seen) disruption?
  • 37.
  • 38.
  • 39. For more than 150 years, modern complex democracies have depended in large measure on an industrial information economy .In the past decade and a half we have begun to see a radical change in the organisation of information production. Enabled by technological change, we are beginning to see a series of economic, social and cultural adaptations that make possible a radical transformation of how we make the information environment . Yochai Benkler a Professor of Law at Yale Law School
  • 40.
  • 41. Messiness is a digital virtue, leading to new ideas, efficiency, and social knowledge; Authorities are less important than buddies.
  • 42. Knowledge has been shackled to the physical. Now that the digitising of information is allowing us to go beyond the physical ..the shape of our knowledge is changing . [P 71 ]
  • 43. . once texts are digitised they take on a fascinating new attribute that economists call non-rival . Unlike a printed book, a digitised text can be used by countless people at the same time without interference (no need to look over a shoulder) or destruction (an e- text doesn t wear out) of the shared resource. In these terms an e-book is technically speaking a limitless resource. My use of a Project Gutenberg text does not rival your use. The cost of producing and delivering each new copy is also effectively zero. Are you missing the point? The Impact of Web 2.0. By Ken Chad. CILIP Library+ Information Gazette, 21st September 2007
  • 44. cheap, utility-supplied computing will ultimately change society as profoundly as cheap electricity did
  • 45. with less than 10 people [ Flikr] had millions of users generating content, millions of users organising that content for them, tens of thousands of users distributing that across the internet (isn t organising content what librarians are supposed to do?)
  • 46. .. technology is unleashing a capacity for speaking that before was suppressed by economic constraint. Now people can speak in lots of ways they never before could have, because the economic opportunity was denied to them Mother Jones Magazine (website) Interview with Lawrence Lessig: Stanford Law School Professor, Creative Commons Chair June 29, 2007 http://www.motherjones.com/interview/2007/07/lawrence_lessig.html
  • 47. We-Think changes how we access and organise information and so is bound to disrupt libraries and librarians The library of the future will be a platform for participation and collaboration with users increasingly sharing information amongst themselves as well as drawing on the library s resources Charles Leadbeater. We Think. The future is us Profile Books Ltd. 2008
  • 48. when we change the way we communicate we change society ..real revolutions don t involve an orderly transition from A to point B. Rather they go from A through a long period of chaos .in that chaotic period old systems get broken before new ones become stable. Here comes everybody By Clay Shirky. Allen Lane. 2008
  • 49.
  • 50. everyone (can) become a publisher blogs, wikis, podcasts, video encyclopaedias, (wiki) books tagging, reviews, ratings
  • 51. As user generated content continues to be commercialised, it seems the largest threat posed won t be to big corporations but to individual professionals to the journalists, editors researchers librarians and other information workers who can be replaced by .people not on the payroll
  • 52.
  • 53. creativity is being strangled by the law Copyright law has not responded with common sense as it had to do in the past when technology changes challenged established law e.g. over the issue of the trespass of airplanes over land Artists can choose the kind of re-use their work enables. That is what Creative Commons is about We live life against the law in a new age of prohibitions --this is dangerous. Larry Lessig: How creativity is being strangled by the law. http://www.ted.com/talks/view/id/187
  • 54. copyright is important to librarians. Lynne's focus is particularly on copyright and the implications of new technologies in the digital environment
  • 55. we invite teachers, students, and researchers to join us in creating open educational resources and collaborative learning communities
  • 56.
  • 57.
  • 58. libraries have historically done well in adapting to the needs of the user however, there are now many competitors and the absence of a user based approach and user intelligence beginning to tell threat from a combination of search engines, social network sites and publishers How users behave (and what libraries should do) . David Nicholas. CIBER, UCL Centre for Publishing, School of Library, Archive and Information Studies University College London. (Presented at Sustaining the Digital Library Symposium. Edinburgh University 2007)
  • 59.
  • 61.
  • 62.
  • 63. when we change the way we communicate we change society ..when a profession has been created as a result of some scarcity, as with librarians or television programmers, the professionals are often the last ones to see it when that scarcity goes away. It is easier to understand that you face competition than obsolescence Here comes everybody. By Clay Shirky. Allen Lane. 2008
  • 64. when we change the way we communicate we change society ..in some cases the change that threatens the profession benefits society. Here comes everybody. By Clay Shirky. Allen Lane. 2008
  • 65.
  • 66. Tech is a tool. Your library will not be cool if you outfit every librarian with a Palm pilot if they don't know how to use them, don't care or don't get what it means for service. Too many times we throw money at a problem for a technology solution and then get bound up in the fine details and overthinking. That planning should have been done first! We are in a position to ease up and explore relatively low cost technologies and adopt those 2.0 attitudes. To me, that's letting go of that micro-management control some librarians use and letting librarians dream, innovate and plan without red tape, endless meetings and barriers disguised as quot;baby steps.quot; Michael Stephens - Future of Librarians Interview http://www.degreetutor.com/library/librarians-online/michael-stephens
  • 67. What are the greatest challenges? Institutional inertia comes to mind. a lack of focus on trends and the future. An attitude of quot;we've always done it that way.quot; Those things don't fly today. I think the greatest challenge does come from within. I worry that those libraries that move so slow in adapting to shifts in society and culture will never be as great as they can be. . Telling our story is important. proving the worth of the building, the online presence and the people who make it all happen is important t .Watch what's happening in business. Look at the power of the blogosphere. The libraries that embrace the ideas and attitudes will overcome the challenges of budget, limitations of space and mindset. Michael Stephens - Future of Librarians Interview http://www.degreetutor.com/library/librarians-online/michael-stephens
  • 68. In this mode of exploratory development; it is better to have a year's worth of experience, regardless of the success of this experience, than to spend that year producing a comprehensive plan of action. Most of today's library managers learned how to manage during the transition from paper to automated libraries. This transition involved sustaining technologies where planning mattered. The lessons it taught will not apply in the transition to the disruptive technologies of the electronic library Lewis, David W. The Innovator's Dilemma: Disruptive Change and Academic Libraries. Library Administration & Management 18(2):68-74 Spring 2004
  • 69.
  • 70. The information environment really has changed and become far more competitive for libraries digital makes a profound difference user behaviour and expectations have changed and continue to change to succeed in this disruptive environment requires new attitudes and new skills
  • 71. Avoid a (costly) LMS procurement process Sweat the assets to get more value from the existing LMS investment Make the LMS interoperate more effectively with other systems Look at ways to save costs and improve services by adding features around the core LMS Explore consortia working and shared services Keep a watch on Open Source LMS developments but don t invest yet Liberate library metadata for re-use Use clickstream and context data to improve services such as search Implement vertical search
  • 72. Libraries therefore need to invest with caution but not complacency. Whilst it is clear that the library function has continuing and growing value based upon a basic human motivation (Google after all is a company with a self declared library. mission) it is not clear what role conventional libraries will play. Librarians themselves have to face a major challenge and tread a careful line between securing a good return on investment and more imaginative leaps to ensure accessibility and relevance to their user community Library Management Systems. Investing wisely in a period of disruptive change. Briefing paper by Ken Chad. JISC SCONUL. April 2008
  • 73. where should we focus to get the best return? Strategic sweet spot Adapted from: 'Can you say what your strategy is'. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  • 74. 'Smooth curve #1.' By theothermattm. http://www.flickr.com/photos/theothermattm/2748026862/
  • 75. Internet Librarian International, London 16th October 2008 Session C204 Ken Chad Director Ken Chad Consulting Ltd ken@kenchadconsulting.com Te: +44 (0)7788 727 845 www.kenchadconsulting.com