JOHN COX - Academic Libraries Writer & Analyst Its strengths, weaknesses, opportunities and threats shape the academic library in terms of what it is and does, how it is seen, where it excels and struggles, and its potential for advancement or decline. The session will identify key factors influencing academic library status and positioning. It will analyse the overlap, interplay and occasional contradiction between the different strengths, weaknesses, opportunities and threats, and will outline a framework of ten proposed strategic directions. The session will aim to enable attendees to advance the position of their libraries by leveraging their strengths, addressing weaknesses, taking the opportunities presented to them and mitigating significant threats they confront.

1. The position and prospects of
academic libraries: a SWOT analysis
and strategy framework
John Cox
Academic Libraries Writer & Analyst
@johncoxnuig

2. By Way of Introduction….
• Formerly University Librarian at University of Galway, Ireland, 2009-2023
• Some previous articles:
• Currently writing: The position and strategic positioning of academic libraries (Facet,
2025)

3. Outline
• The influence of library strengths, weaknesses, opportunities and threats (SWOT)
• The operating context
• Selection of (collective) academic libraries’ SWOT
• Implications of chosen SWOT
• A complex cocktail: some contradictions and other reflections
• 10 possible strategic directions from which to choose

4. The Influence of Academic Libraries’SWOT
• Identity
• What an academic library is
• What we do
• How others see us
• Prospects
• Where we excel and struggle
• Our potential for advancement or decline
• Situation
• Our position
• Our positioning
• Our strategy

5. SWOT Interaction with Unstable Environment
Global
• Climate change
• War
• Economic instability
• Social (in)justice
• Artificial intelligence
Higher Education
• Funding
• Student recruitment
• Accountability
• Competition
• Student mental health

6. The Operating Environment: VUCA

7. Academic Libraries’Collective SWOT:
selection criteria
• Long-term significance
• Macro scale
• External context
• Prominence in literature
• 4 per SWOT dimension, 16 total
• Overlaps and contradictions recognised, also local circumstances
• Sequencing: Strengths/Opportunities, Weaknesses/Threats
(internal)/(external) (internal)/(external)

8. Strengths and their Influence
Strength Positives Counterweights Strategy Implications
Centrality Established proximity to scholarship and
institutional mission
Mid-campus location
Vital connector role

9. Strengths and their Influence
Strength Positives Counterweights Strategy Implications
Values Engendering of trust
Strongly aligned with public good agenda
Compatibility with campus community

10. Strengths and their Influence
Strength Positives Counterweights Strategy Implications
Collaboration Strong institutional citizenship, alignment
Productive, resource-effective partnerships

11. Strengths and their Influence
Strength Positives Counterweights Strategy Implications
Reinvention Evolving value proposition
Versatile range of contributions and connections

12. Strengths and their Influence
Strength Positives Counterweights Strategy Implications
Centrality Established proximity to scholarship and
institutional mission
Mid-campus location
Vital connector role
Risk of complacency and
assumption of support
Emphasise impact on academic
success
Maximise social capital
Values Engendering of trust
Strongly aligned with public good agenda
Compatibility with campus community
Demanding standards to meet
May generate conflicts
occasionally
Promote values
Link values-based actions to
institutional strategy
Collaboration Strong institutional citizenship, alignment
Productive, resource-effective partnerships
Significant investment needed
Less direct recognition
Communicate benefits
Assert library identity and credit
Reinvention Evolving value proposition
Versatile range of contributions and connections
Value less solid and unique to
library
Ongoing investment in legacy
commitments
Sell the change in role and
contribution
Keep legacy functions under
review

13. Opportunities and their Influence
Opportunity Positives Counterweights Strategy Implications
Post-COVID New directions, faster changes, greater flexibility
Higher status and value in the institution

14. Opportunities and their Influence
Opportunity Positives Counterweights Strategy Implications
Artificial
Intelligence
Routine tasks automated, higher-value roles
Library leadership in data literacy, other guidance

15. Opportunities and their Influence
Opportunity Positives Counterweights Strategy Implications
Open
Scholarship
Momentum for systemic change
Libraries at centre
Open access impetus

16. Opportunities and their Influence
Opportunity Positives Counterweights Strategy Implications
Learning
Space
Transformed libraries central to learning
Supportive partnerships
Community, well-being roles

17. Opportunities and their Influence
Opportunity Positives Counterweights Strategy Implications
Post-COVID New directions, faster changes, greater flexibility
Higher status and value in the institution
Budget uncertainty
Digital-first costs and licencing
issues
Seize moment for new
recognition, flexibility and agility
Artificial
Intelligence
Routine tasks automated, higher-value roles
Library leadership in data literacy, other guidance
Jobs threat
Clash with library values
Prioritise engagement with AI,
develop skills and position the
library clearly
Open
Scholarship
Momentum for systemic change
Libraries at centre
Open access impetus
Academic and publisher
resistance
Prioritise participation in push for
change locally and globally
Learning
Space
Transformed libraries central to learning
Supportive partnerships
Community, well-being roles
Level of capital investment
needed
Frame argument for library as
prime learning space in
institutional & wider HE contexts

18. Weaknesses and their Influence
Weakness Negatives Counterweights Strategy Implications
Conservatism Delayed response to change, opportunity
Slow discontinuation of legacy activities
Inward focus

19. Weaknesses and their Influence
Weakness Negatives Counterweights Strategy Implications
Stakeholder
Misperceptions
Dated, narrow perceptions
Underestimation

20. Weaknesses and their Influence
Weakness Negatives Counterweights Strategy Implications
Economics Decline in share of institutional budget
Dysfunctional journals market
Value harder to prove

21. Weaknesses and their Influence
Weakness Negatives Counterweights Strategy Implications
Diversity Staffing profile unrepresentative of user
population
Collections bias
Very slow progress

22. Weaknesses and their Influence
Weakness Negatives Counterweights Strategy Implications
Conservatism Delayed response to change, opportunity
Slow discontinuation of legacy activities
Inward focus
Similar mindset common on campus Encourage and embed
experimental mentality
Strengthen external engagement
Stakeholder
Misperceptions
Dated, narrow perceptions
Underestimation
Positive sentiment towards library
still a common default
Communicate impact on
priorities of institution effectively
Economics Decline in share of institutional budget
Dysfunctional journals market
Value harder to prove
Consortium purchasing
Journal costs in spotlight via open
scholarship
Cultivate deeper understanding
by stakeholders of costs,
choices, value
Diversity Staffing profile unrepresentative of user
population
Collections bias
Very slow progress
Pressure applied by institutional and
societal focus on EDI
Commit resources to intentional
diversity plans as a priority

23. Threats and their Influence
Threat Negatives Counterweights Strategy Implications
Declining
Position
Lower place and visibility in institutional
hierarchy and structures
Less influence, budget

24. Threats and their Influence
Threat Negatives Counterweights Strategy Implications
Identity Blurring Unclear professional identity projected
Less distinctive brand
Dilution of credit

25. Threats and their Influence
Threat Negatives Counterweights Strategy Implications
Competition Harder to advance position, influence
and resourcing
Disintermediation

26. Threats and their Influence
Threat Negatives Counterweights Strategy Implications
Uncertainty Unstable backdrop for operations and strategy
Changes in roles, jobs, control, user behaviour

27. Threats and their Influence
Threat Negatives Counterweights Strategy Implications
Declining
Position
Lower place and visibility in institutional
hierarchy and structures
Less influence, budget
Structural alignment with
academic units remains more
common
Focus on priorities of the institution
Capitalise on status gains during COVID
Identity Blurring Unclear professional identity projected
Less distinctive brand
Dilution of credit
Longevity of library as an
established campus presence
Promote distinctive role, achievements,
and value proposition
Competition Harder to advance position, influence
and resourcing
Disintermediation
Enduring high levels of trust in
library
Balance collegiality with competition
focused on key areas
Assert uniqueness
Uncertainty Unstable backdrop for operations and strategy
Changes in roles, jobs, control, user behaviour
Previous track record of resilience
and adaptability
Embrace uncertainty and shape change
Use values as anchor

28. A Complex Cocktail: some contradictions
• Centrality v Attention
• Goodwill v Resourcing
• Collaboration v Competition
• Service v Partnership
• Diversity v Homogeneity

29. Decline or Advance?
• Lower share of institutional budget
• Loss of independence
• Further down the organisational hierarchy
• No longer undisputed heart of campus
BUT:
• Trust remains high
• Value proposition more diverse and broadly based
• Social, community roles strengthened
• Public good resonance

30. A Few Library Own Goals
• Internal focus
• Over-modesty
• Abundance of caution
• “Service” terminology
• Lack of clarity on own professional identity

31. 10 Possible Strategic Directions
• Active positioning
• Understanding the operating environment deeply
• Being political
• Prioritising outward engagement
• Maximising social capital
• Communicating value and identity
• Addressing diversity deficits
• Leveraging change in scholarly communications
• Embracing uncertainty
• Maintaining long-term perspective

32. The Ultimate Strategic Objective…
• Leverage strengths
• Address weaknesses
• Take opportunities
• Mitigate threats

33. Thank you

34. References
• Cox, John (2023) The position and prospects of academic libraries:
strengths and opportunities, New Review of Academic Librarianship,
29:4, 367-393. https://doi.org/10.1080/13614533.2023.2238692
• Cox, John (2023) The position and prospects of academic libraries:
weaknesses, threats and proposed strategic directions, New Review of
Academic Librarianship, 29:3, 263-287.
https://doi.org/10.1080/13614533.2023.2238691