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Lorcan
Dempsey,
OCLC
@LorcanD
THE POWERS
OF
CONSORTIA:
scaling capacity,
learning,
innovation and
influence
JULAC 50th
Anniversary
Conference
(5 – 6 December 2017)
The University of
Hong Kong
Then and now …
Library Defined by library
operations/metrics
(collection, reference, …)
Defined by university
needs
(research support, student
success, community
engagement).
Organization Bureaucracy:
Well understood goals,
perfect the means.
Enterprise:
Changing goals, reallocate
the means.
Expertise Subject, process Partner in research and
learning, creation, …
Systems Back office Workflow, digital
scholarship, shared
systems
Space Configured around
collections
Configured around user
experiences
Collections Just in case;
Central;
Institutional;
Consumption.
Facilitated (just in time);
One service among others;
Collective;
Creation.
Harvard Business Review (1999)
CORE COMPONENTS
OF A FIRM
Customer
Relationship
Management
Product
Innovation
Infrastructure
Back office capacities that
support day-to-day operations:
• “Routinized” workflows
• Economies of scale important
Develop new products and
services and bring them to
market:
• Speed/flexibility important
Attracting and building relationships with
customers:
• Service-oriented, customization
• Economies of scope important
Engagement Innovation
Infrastructure
Infrastructure
• Physical inventory
• Storage
• Systems infrastructure
• Repository
Service development
• Resources and services to
support evolving research
and learning workflows.
• Integrated D2D of print and
electronic resources.
• Digital services for scholarly
and cultural communities
Engagement
• Targeted research support
• Student success and retention
• Community focus and
development
• Refocusing space
Library …
Locally
assembled
collections.
The place to go.
Engagement Innovation
Infrastructure
Strong institutional focus:
Local value and differentiation
Consortial focus:
Scale capacity for efficiency and impact in
service infrastructure
Joint focus:
Scale innovation and learning to support
changing libraries.
Institutionalization of innovation
Balancing library &
consortial roles
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Scaling
capacity Scaling
learning
Scaling
innovation
Scaling
influence
The powers of consortia: scaling capacity, learning, innovation and influence
Negotiation and licensing
Shared ILS
Shared digital infrastructure
Shared Print
Collections
Shared discovery to delivery of library collections
Shared ILS
Shared Research
Data Management
Shared Print
Collections
Remember …
Scaling capacity
Scaling capacity
Scaling
capacity
Scale here has advantages
of Impact and Efficiency
• Shared negotiation/licensing
• Shared library systems platform
• Shared digital infrastructure
• Shared collections
• Shared expertise
Powers of consortia
Scaling
capacity
Powers of consortia
Soft power of
consortia
Trust
Personal relations
History
Proximity
Facilitates learning and
innovation
Scale advantages
of Impact and Efficiency
• Shared negotiation/licensing
• Shared library systems platform
• Shared digital infrastructure
• Shared collections
• Shared expertise
Scaling capacity
… shared vision …
… history of collaboration and cooperation …
… transformation … rapid developments …
… declining or limited resources …
… existing collaborative initiatives …
Soft powers
Deepening shared infrastructure
• Library services platform
• Research data management
• Digital collections
Operationalising the collective
collection
• Coordinated approach to:
• Shared print
• Resource sharing
• Digitization
Leveraging the network
• Nurturing communities of practice:
scaling learning and innovation
• Exploring sharing expertise
Scaling
capacity:
some trends
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Advocacy:
National policy
Professional interests
Advocacy:
Special interests
Scaling
influence
Greater need to influence the
environment in which libraries
work
• Understanding
• Funding
• Value
Advocate for library user interests
in complex information environment
• Copyright legislation
• Publishing models
• National information policies
• Surveillance, privacy, …
Leveraging the network
• Nurturing communities of practice:
scaling learning and innovation
• Exploring sharing expertise
• Incubation
Scaling
influence:
some trends
“When the rate of change inside an
organization becomes slower than the
rate of change outside, the end is near.”
Jack Welch
https://www.goodreads.com/quotes/185636-if-the-rate-of-change-on-the-outside-exceeds-the
“When the rate of change inside an
organization becomes slower than the
rate of change outside, the end is near.”
Jack Welch
Scaling capacity
Scaling
learning
Scaling
innovation Scaling influence
https://www.goodreads.com/quotes/185636-if-the-rate-of-change-on-the-outside-exceeds-the
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
The powers of consortia: scaling capacity, learning, innovation and influence
In rapidly changing environments, it’s important to realize that tacit
knowledge trumps explicit knowledge. …
Tacit knowledge becomes accessible through shared practice. …
By working together, we also develop deeper, trust-based relationships that
create a safer environment for us to explore new insights with others in our
group that we have a hard time expressing to ourselves.
John Hagel
Learning:
• Central focus of some
consortia/groups.
• Important focus for many others.
• An explicit and central role in
facilitating networks, communities of
practice, leadership development and
peer learning …
Scaling
learning
We achieve our aims through advocacy, workforce
development, capacity-building and partnership.
.. use the meetings
as an opportunity
to share ideas on a
particular aspect
of networked
information and to
incubate new
initiatives.
ACRL develops programs,
products and services to help
academic and research
librarians learn, innovate and
lead within the academic
community
Learning:
Soft power of existing
networks
Scaling
learning
… networking
… discuss direction
… 'pool uncertainty’
… shared practices
… communities of practice
… peer learning
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Scaling
capacity
Scaling
learning
Scaling
innovation Scaling
influence
• Novelties: The choice of Gold as a color for the iPhone; the naming of a
version of Android as “Kit Kat”; coining a new word.
• Creations: The fall collection of a fashion designer; a new movie; a blog post.
• Inventions: Anything described by a patent; The secret formula for Coca Cola.
• Innovations: The iPhone pricing model; Google’s revenue model; The Ford
production system; Wal-Mart’s store design; Amazon’s logistics.
http://www.asymco.com/2014/04/16/innoveracy-misunderstanding-innovation/
For universities this means spending
less time on unproven strategies.
Supporting the transition from
bureaucracy to enterprise
• Scaling learning and innovation
becomes central
• Prepare for big challenges
Innovation is system wide
• Innovation has to be fixed in practice
• Institutional innovation and innovation
in collaboration are key
Scaling
Learning &
Innovation:
some trends A purposeful but emergent
approach has to be designed
• Formal approach but also soft
powers …
Scoping
(Right)
Scaling Sourcing
Scoping
What does it make sense to do?
What does it make sense not to do?
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
What does it make sense to do?
What does it make sense not to do?
Scaling
capacity Scaling
learning
Scaling
innovation
Scaling
influence
Very different types of skill/resource
Scoping
Mobilize consortial networks
Scoping
(right)
Scaling Sourcing
(Right)
Scaling
At what level should an activity
take place?
Consortial activity is about ‘right
scaling’
Shared print Research data
Scoping Scaling Sourcing
Sourcing
How should a service be provided?
Balance between
control and efficiency?
Mission?
Public provision Collaborative
sourcing
Third party provision
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Scaling
capacity
Scaling
learning
Scaling
innovation
Scaling
influence
Libraries need to
collaborate
to create impact
and efficiency.
Libraries need to
collaboratively
advocate for user
and library interests
in an increasingly
complicated
environment.
Libraries need to more actively
mobilise their networks
of shared practice to address
grand challenges as research
and learning behaviors change
in a network environment.
The consortial challenge
Lorcan
Dempsey,
OCLC
@LorcanD
THE POWERS
OF
CONSORTIA:
scaling capacity,
learning,
innovation and
influence
Thank
you!

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The powers of consortia: scaling capacity, learning, innovation and influence

  • 1. Lorcan Dempsey, OCLC @LorcanD THE POWERS OF CONSORTIA: scaling capacity, learning, innovation and influence JULAC 50th Anniversary Conference (5 – 6 December 2017) The University of Hong Kong
  • 3. Library Defined by library operations/metrics (collection, reference, …) Defined by university needs (research support, student success, community engagement). Organization Bureaucracy: Well understood goals, perfect the means. Enterprise: Changing goals, reallocate the means. Expertise Subject, process Partner in research and learning, creation, … Systems Back office Workflow, digital scholarship, shared systems Space Configured around collections Configured around user experiences Collections Just in case; Central; Institutional; Consumption. Facilitated (just in time); One service among others; Collective; Creation.
  • 5. CORE COMPONENTS OF A FIRM Customer Relationship Management Product Innovation Infrastructure Back office capacities that support day-to-day operations: • “Routinized” workflows • Economies of scale important Develop new products and services and bring them to market: • Speed/flexibility important Attracting and building relationships with customers: • Service-oriented, customization • Economies of scope important
  • 6. Engagement Innovation Infrastructure Infrastructure • Physical inventory • Storage • Systems infrastructure • Repository Service development • Resources and services to support evolving research and learning workflows. • Integrated D2D of print and electronic resources. • Digital services for scholarly and cultural communities Engagement • Targeted research support • Student success and retention • Community focus and development • Refocusing space Library …
  • 8. Engagement Innovation Infrastructure Strong institutional focus: Local value and differentiation Consortial focus: Scale capacity for efficiency and impact in service infrastructure Joint focus: Scale innovation and learning to support changing libraries. Institutionalization of innovation Balancing library & consortial roles
  • 12. Negotiation and licensing Shared ILS Shared digital infrastructure Shared Print Collections Shared discovery to delivery of library collections Shared ILS Shared Research Data Management Shared Print Collections Remember …
  • 14. Scaling capacity Scale here has advantages of Impact and Efficiency • Shared negotiation/licensing • Shared library systems platform • Shared digital infrastructure • Shared collections • Shared expertise Powers of consortia
  • 15. Scaling capacity Powers of consortia Soft power of consortia Trust Personal relations History Proximity Facilitates learning and innovation Scale advantages of Impact and Efficiency • Shared negotiation/licensing • Shared library systems platform • Shared digital infrastructure • Shared collections • Shared expertise
  • 16. Scaling capacity … shared vision … … history of collaboration and cooperation … … transformation … rapid developments … … declining or limited resources … … existing collaborative initiatives … Soft powers
  • 17. Deepening shared infrastructure • Library services platform • Research data management • Digital collections Operationalising the collective collection • Coordinated approach to: • Shared print • Resource sharing • Digitization Leveraging the network • Nurturing communities of practice: scaling learning and innovation • Exploring sharing expertise Scaling capacity: some trends
  • 21. Greater need to influence the environment in which libraries work • Understanding • Funding • Value Advocate for library user interests in complex information environment • Copyright legislation • Publishing models • National information policies • Surveillance, privacy, … Leveraging the network • Nurturing communities of practice: scaling learning and innovation • Exploring sharing expertise • Incubation Scaling influence: some trends
  • 22. “When the rate of change inside an organization becomes slower than the rate of change outside, the end is near.” Jack Welch https://www.goodreads.com/quotes/185636-if-the-rate-of-change-on-the-outside-exceeds-the
  • 23. “When the rate of change inside an organization becomes slower than the rate of change outside, the end is near.” Jack Welch Scaling capacity Scaling learning Scaling innovation Scaling influence https://www.goodreads.com/quotes/185636-if-the-rate-of-change-on-the-outside-exceeds-the
  • 26. In rapidly changing environments, it’s important to realize that tacit knowledge trumps explicit knowledge. … Tacit knowledge becomes accessible through shared practice. … By working together, we also develop deeper, trust-based relationships that create a safer environment for us to explore new insights with others in our group that we have a hard time expressing to ourselves. John Hagel
  • 27. Learning: • Central focus of some consortia/groups. • Important focus for many others. • An explicit and central role in facilitating networks, communities of practice, leadership development and peer learning … Scaling learning We achieve our aims through advocacy, workforce development, capacity-building and partnership. .. use the meetings as an opportunity to share ideas on a particular aspect of networked information and to incubate new initiatives. ACRL develops programs, products and services to help academic and research librarians learn, innovate and lead within the academic community
  • 28. Learning: Soft power of existing networks Scaling learning … networking … discuss direction … 'pool uncertainty’ … shared practices … communities of practice … peer learning
  • 31. • Novelties: The choice of Gold as a color for the iPhone; the naming of a version of Android as “Kit Kat”; coining a new word. • Creations: The fall collection of a fashion designer; a new movie; a blog post. • Inventions: Anything described by a patent; The secret formula for Coca Cola. • Innovations: The iPhone pricing model; Google’s revenue model; The Ford production system; Wal-Mart’s store design; Amazon’s logistics. http://www.asymco.com/2014/04/16/innoveracy-misunderstanding-innovation/
  • 32. For universities this means spending less time on unproven strategies.
  • 33. Supporting the transition from bureaucracy to enterprise • Scaling learning and innovation becomes central • Prepare for big challenges Innovation is system wide • Innovation has to be fixed in practice • Institutional innovation and innovation in collaboration are key Scaling Learning & Innovation: some trends A purposeful but emergent approach has to be designed • Formal approach but also soft powers …
  • 35. Scoping What does it make sense to do? What does it make sense not to do? Scaling capacity Scaling learning Scaling innovation Scaling influence
  • 36. What does it make sense to do? What does it make sense not to do? Scaling capacity Scaling learning Scaling innovation Scaling influence Very different types of skill/resource Scoping Mobilize consortial networks
  • 38. (Right) Scaling At what level should an activity take place? Consortial activity is about ‘right scaling’ Shared print Research data
  • 40. Sourcing How should a service be provided? Balance between control and efficiency? Mission? Public provision Collaborative sourcing Third party provision
  • 42. Scaling capacity Scaling learning Scaling innovation Scaling influence Libraries need to collaborate to create impact and efficiency. Libraries need to collaboratively advocate for user and library interests in an increasingly complicated environment. Libraries need to more actively mobilise their networks of shared practice to address grand challenges as research and learning behaviors change in a network environment. The consortial challenge

Editor's Notes

  1. Jack Welsh quote Don’t fear change. embrace failure, but fail fast and fail smart. 9 out of 10 start-ups fail. Do you know the top reason cited? Lack of a market need for their product – a focus inward versus a focus on the customer.
  2. Jack Welsh quote Don’t fear change. embrace failure, but fail fast and fail smart. 9 out of 10 start-ups fail. Do you know the top reason cited? Lack of a market need for their product – a focus inward versus a focus on the customer.