The document discusses how information professionals can take advantage of new opportunities presented by Enterprise 2.0 and social business. It describes how two information professionals, Mary and Jane, incorporated social media and user experience work into their roles. Mary was able to make organic changes within her company that aligned with the corporate strategy. Jane faced resistance when she tried to make usability a priority and her dedicated group was disbanded. The document advocates learning about existing social sources, adding social responsibilities gradually, facilitating communities, tying efforts to strategy, and setting measurable goals.

1. The Changing Role of
Information Professionals:
New Opportunities Created by
Enterprise 2.0 and Social Business
Larry Hawes, Principal
SLA Pharma and Health Technology Division Spring Meeting
Philadelphia, PA
April 12, 2010

2. Chapter 1: Meet
the Main Characters

3. Special Libraries Association Mission
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4. SLA Information Professional Role Description
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5. Chapter 2: Along Came a Spider

6. What is Enterprise 2.0?: Andrew McAfee
“Enterprise 2.0 is the use of emergent social
software platforms by organizations
in pursuit of their goals.”
• blogs
• wikis
• profiles
• social networking
• bookmarking
• media sharing
• microblogging
• activity streams
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7. What is Enterprise Social Software?: Wikipedia
“Enterprise social software (also known as a
major component of Enterprise 2.0), comprises
social software as used in “enterprise” (business/
commercial) contexts. In contrast to traditional
enterprise software, which imposes structure
prior to use, enterprise social software tends to
encourage use prior to providing structure.”
2000
Documents
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8. What is Social Business?: My Take
Social Business recognizes people as valuable sources of
information and knowledge. It supports their efforts to
connect, learn from, and work with each other.
2000 2010
Documents People
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9. Gartner: $700M Market by 2011
Source: Gartner, Business Innovation Will Come From Organizational Openness (November, 2007)
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10. Forrester Research: $4.6B Market by 2013
Source: Forrester Research, Global Enterprise Web 2.0 Market Forecast: 2007 To 2013 (April, 2008)
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11. Chapter 3: The Plot Thickens

12. SLA Mission as Stated in Logo
and Knowledge
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13. SLA Information Professional Role Description
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14. SLA Professional Competencies for Information Professionals
Competencies for Information Professionals of the 21st Century
Revised edition, June 2003
A. Managing Information Organizations C. Managing Information Services
A.4 Contributes effectively to senior management strategies and decisions C.1 Develops and maintains a portfolio of cost-effective, client-valued
regarding information applications, tools and technologies, and policies for the information services that are aligned with the strategic directions of the
organization. organization and client groups.
A.6 Markets information services and products, both formally and informally, C.2 Conducts market research of the information behaviors and problems of
through web and physical communication collateral, presentations, publications current and potential client groups to identify concepts for new or enhanced
and conversations. information solutions for these groups. Transforms these concepts into
customized information products and services.
A.7 Gathers the best available evidence to support decisions about the
development of new service and products, the modification of current services or C.3 Researches, analyzes and synthesizes information into accurate answers
the elimination of services to continually improve the array of information services or actionable information for clients, and ensures that clients have the tools or
offered. capabilities to immediately apply these.
C.4 Develops and applies appropriate metrics to continually measure the
B. Managing Information Resources quality and value of information offerings, and to take appropriate action to
ensure each offering’s relevancy within the portfolio.
B.2 Builds a dynamic collection of information resources based on a deep
understanding of clients’ information needs and their learning, work and/or C.5 Employs evidence-based management to demonstrate the value of and
business processes. continually improve information sources and services.
B.3 Demonstrates expert knowledge of the content and format of information
resources, including the ability to critically evaluate, select and filter them. D. Applying Information Tools & Technologies
B.4 Provides access to the best available externally published and internally
D.1 Assesses, selects and applies current and emerging information tools and
created information resources and deploys content throughout the organization
creates information access and delivery solutions
using a suite of information access tools.
D.4 Maintains current awareness of emerging technologies that may not be
B.5 Negotiates the purchase and licensing of needed information products and
currently relevant but may become relevant tools of future information resources,
services.
services or applications
B.6 Develops information policies for the organization regarding externally
published and internally created information resources and advises on the
implementation of these policies.
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15. SLA Personal Competencies for Information Professionals
Personal Competencies
Every information professional:
- Seeks out challenges and capitalizes on new opportunities
- Sees the big picture
- Communicates effectively
- Presents ideas clearly; negotiates confidently and persuasively
- Creates partnerships and alliances
- Builds an environment of mutual respect and trust; respects and
values diversity
- Employs a team approach; recognizes the balance of
collaborating, leading and following
- Takes calculated risks; shows courage and tenacity when faced
with opposition
- Demonstrates personal career planning
- Thinks creatively and innovatively; seeks new or ‘reinventing’
opportunities
- Recognizes the value of professional networking and personal
career planning
- Remains flexible and positive in a time of continuing change
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16. How Can You Use Web 2.0 Tools?
Source: McKinsey Global Survey Results: Building the Web 2.0 Enterprise (June, 2008)
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17. Chapter 4: A Tale of
Two Practitioners

18. Story 1: Mary Maida, Medtronic
• Librarian, Rosemount
Engineering
• Information Specialist,
Teltech
• Principal Information
Specialist, Medtronic
• Information Solutions
Manager, Medtronic
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19. Story 1: Mary Maida, Medtronic
Has always liked working with people. Training experience. Saw
Interest in E2.0 & Social Business new potential to locate information and people to answer questions.
Job Changes: Intentional or Primarily organic. Gravitated to new opportunities on her own, not
pushed by management. Additive to her duties, but a natural extension
Organic and not huge additional workload.
Changes have been within traditional librarian role. Every new job has
Role Duties: Traditional v. New had those core aspects, but with different emphasis. Lit searching,
training, website development -- all helped prepare her for social efforts.
Already had a great personal network in place before social
Community Aspect collaboration tools were introduced, so it was a natural transition to a
community facilitator role.
Medtronic has 3 leaders of specific communities (copywrite, information
Colleagues Making Similar Moves searchers, "presenting well") that were traditional info pros as well. They
also have some people that are leading info-oriented communities.
Mary and her colleagues are part of larger innovation efforts at
Tie to Corporate Strategy Medtronic. Connect people to share ideas and get to market faster.
Work better across geographies and businesses.
Focus reporting on active engagement. Traditional metrics: # of visits,
Results discussions. Collect and communicate stories. Effort is too new (5 mo.)
to have sophisticated metrics or impact assessment in place yet.
See your role as being optimal facilitator, not gatekeeper. Make info &
Advice knowledge obvious. Bring other knowledge workers together;
encourage them to help each other. Others are looking for you to lead.
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20. Story 2: Jane
• Library Assistant
• Information Research
Professional
• Business Integration
Analyst
Employers have included
Bristol-Myers Squibb,
McNeil/Ortho, and
Princeton University
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21. Story 2: Jane
Started doing surveys and interviews to identify new products
Interest in E2.0 & Social Business and services we could offer. Began to realize that Usability and
User Experience was becoming more and more important.
Job Changes: Intentional or Organic at first, then forced. Tried to make Usability a strategic
priority, but re-org brought a new manager who didn’t see value.
Organic Dedicated group was disbanded.
No traditional library work. 50% Usability needs analysis via
Role Duties: Traditional v. New surveys, focus groups, interviews. Other 50% is solution UAT and
deployment.
Community Aspect No formal community facilitation responsibilities.
Very few pharmaceutical companies concerned with Usability.
Colleagues Making Similar Moves Most colleagues were hesitant to emphasis it too much.
Seen by their group as an attempt to become more agile and
Tie to Corporate Strategy entrepreneurial, but this was really a stretch for most observers.
Corporate emphasis on cost cutting opposed investment here.
Results Did not have time to collect metrics.
Talk to your users, ask questions, and act on what you learn.
Advice Respond by creating solutions for them yourself or, even
better, collaborating with them to do so.
© 2010 Dow Brook Advisory Services – All Rights Reserved 21

22. What Can We Learn from These Stories?
• Stretch yourself; others are looking for leaders and
examples
• Reduce personal career risk by gradually adding
E2.0 and Social Business activities to your
traditional role, not by making an abrupt position
change
• It’s hard to teach an old dog new tricks, but it can
be done
• Reuse accepted value messages when describing
desired actions and anticipated benefits
• Seek and leverage support from others in similar
roles outside of your organization
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23. Chapter 5: Our Hero
Leaps into Action

24. Your Call to Action
• Learn what social information sources exist
in your organization and engage with them
• Add social to your job responsibilities
• Be a Community Facilitator; work your
existing corporate social network
• Tie personal efforts and results to stated
business strategy and objectives
• Set and monitor progress toward
measurable goals for your efforts
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25. Carpe Diem
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26. Thank You!
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