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Drivers for change and transformation (picture slides)

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Future of Libraries Symposium

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Drivers for change and transformation (picture slides)

  1. 1. Did You Knovy? 5 0% of the world’s dta as been generated in the past two years. 9
  2. 2. , 7 i i Did You Know? Ll
  3. 3. Drivers for Change and Transformation
  4. 4. What Business Are You In? 1 What Are You Watching? i Competitive Threats? V Demonstrating Value 7 Unique Value Proposition
  5. 5. LOOKING OUTSIDE TO MAKE BETTER DECISIONS INSIDE
  6. 6. . '0. 4 ' . . - 1 . - | E I I I I In ‘_ - ‘ . c Librarians and entrepreneurs have much in common: Enthusiastic about our offerings, service driven, tendency to offer too many things to too many different markets Successful organizations have a clear understanding of who their clients are and what they have to offer those clients 42)’ YES Focus on their differentiation ,5 N0 Know what business they are in Success relies on focus
  7. 7. . '0‘ 4 ' . . - E . - | E I I I I In '- - ‘ . c We allocate the majority of our resources to services: Delivery, Development St Management Services have a natural Iifecycle We must focus our resources on those services that will ensure our success Design St divestment are both critical phases, often minimized
  8. 8. Ii'"v"' ll” Some of our assumptions are downright dangerous
  9. 9. This is the way we've always done it. ... .
  10. 10. This is the way we've always done it. ... .
  11. 11. A WARNING A FOLLOWING MAY CAUSE INJURY OR DEATH
  12. 12. Five Key Questions
  13. 13. We must understand the business we are in What is our winning aspiration? . What's your mission? Where will we play? . Who's your customer? How will we win where we have . What does your customer chosen to play? value? What capabilities must be in place to _ What are your resuitsg win? What management systems are required to ensure the capabilities are in place? What's your plan?
  14. 14. Piercing cIa; gii: s,~
  15. 15. ‘I: ! fill I. _III'' What can you be the best at?
  16. 16. *l: !!-I; I'll- _ii§" tl . iIii: What can you be the best at? What drives your resource engine?
  17. 17. i; !!J; !'ii- _II. ''' II . i|ii: What are you passionate about? What “I” I’°" " What drives be the best K your resource at? engine?
  18. 18. “l: ! ! .ill I. What can youK' be the best at? What are you passionate about? I x What drives your resource engine?
  19. 19. Piercing Purpose. .. I -Pl/ RPOIE
  20. 20. lfyou watch nothing else Ciartnei loo to Ted Ireiicls I izni aiiliiinii Top 10 Strategic Technology Trends 2016 The Digital Mesh Smart Machines nut-on of Advuvcad Mach-no Autonomous Agents vorythmg and Things ® . ... .. . ... .. AQCM: Sammy Amltlcod Synum Mun App and lo? Architecture Ncmectum Ndlloctun Sande: Alcmoclxn Md Plaflomu gartmncorrilsmanerwitheannor
  21. 21. What are you watching? a Coolhunting B Springwise Trendwatching » Coolhunter More Inspiration : NotCot . PSFK Harvard Business I MlTTechnology Review Uncrate www. coo| hunting. com www. springwise. com www. trendwatching. com www. thecooIhunter. net www. moreinspiration. com www. notcot. org www. psfh. com www. hbr. org www. techno| ogyreview. com www. uncrate. com
  22. 22. r ' ~4 , M). g enviro
  23. 23. Competitive Threats I li: ii, ii: |i: i1ir; :|; ii: .li_! ' ii "'i I r . I ' i 9 ' I‘ “W‘i%i: .i '* amazon. com iinniritiii C} iTones
  24. 24. Competitive Threats 3hWHwnmum: JLVH Mir ri! ‘“'Wrm“ 2 7': r ri‘ 1 4' Q Oplik TV an3:m3TV
  25. 25. F7 7 . _ '®)‘ scribd. Gt: :::3'* L‘ >1 I I amazon. com W Prime nextissuer Smashwordg yourebookyouv
  26. 26. Competitive Threats I 3I: '. ”2li; r.i: :'. I:Ii. : ~': l Hi . i"! ’ " I"| 'I‘! ' Q iTtiites 's'otJ'. ?'ocLouo Siootify PANDORA
  27. 27. Competitive Threats I . . «. . _ V . "'14: ‘it! «III? «II ' "' if XBOX l_l/ E Si; PIA ff‘ Chapcl Ridge FUNERAL MVDME & CREMATION CENTRE —/ 4 ) iziiiiii '--Ill. -". " H2! | i‘—lIIl‘—Ill Illlllli” lululemon 1- " 3&5 athletica
  28. 28. Competitive Threats . 'lli«! l:Iil: .-‘XII’ II is 'I'-IlI'I. 'llIIt‘-I "i‘: I‘l‘—l 2 l'I‘. I.'. ' ii-. iii'iIi-.3‘. 4 J E 72') r V K I ‘J V‘ N '7 "">V ~ / / ‘ av F“"‘<<I C 4). ’; I57“ tktx‘ '°: .,‘ . . i at ‘q. e H H ——-S ~ I L. t 2 " IF‘? “vowed " " ’~= «.; :"‘/ S . '/3'" ‘fit k'? .Lif"'“fl' / '7 ‘"0 ''S' _: ~", '¢" L! " “"‘ itamtkm F? ’ V X62: '.2=e/ ""‘f ' ""“'= <.' = ;-"'9' "asap ca. -"' ‘ «_--. ‘V~_ ‘. ' . ... .. “ t‘ ‘ *“ Eb / .aa. ..; ."” ~ ““ — -. scanford Q3 r . ” “ s ___ r_ — Corinectrvxsts , _, U. IVCTSFUICS . __ I, -- »« I '—-d - a -~: ? 9,; «~- ». ... .a. .. man. _3_~°"9”° E. .. college“. : .'_'¢_ g _g s_r. "a'c feedback CTOW 'SCUrCedI'§'Wi"_“T_‘ (THO "*""‘ 2?. dfYE'°P F : ‘- . _:. gg c¢'. i:gr. ~~ou~corcenc gt; 1 iU_ifi, __ ; I . ;ii"" IE . V -. 05 school ': .$. ‘-’. “.. .""*"*"' '1-""' E ‘ management: a ? I§9 0, I 9. gt)‘; 2‘-Ll“1“S _-‘A 1 . a '. *3. , _ 3'53 , V Icaiining . ... eax - . — And masswe 3 launched Wénabie S, includi ~-—- 5" public as ‘ ‘- general -—-- approaches ‘°"‘°""°" 2 ~= §; 'j_>_"""*>'-‘r sttuchite resources mstitwons E, term media Down); jg
  29. 29. r_g Lifelong Learning (New Players, New Vehicles) " . :'2'i-V‘? ?? _ I 1 Billion Podcast Subscriptions r, -um. -.. 19: —~. w9I: v¢ ca. nnwu. n._-. now: and k ': l. ( poormu
  30. 30. Competitive Threats I IIll2l'| li'. lI'l1I1 I‘! "'l " _;7;_ {O3 vs‘ 'r“s I’; 'CcI. /‘(now / —". CCOI‘IT/ )Il'S! '7. r . . ~; I'I If‘: Your best source for knowledge.
  31. 31. Distill the informa'tion with the power of your s'ta'fi‘. ...
  32. 32. start sharing ideas . Mo. fimfiwwa . Shaun Mcoonough to uh--or 0-I9» Groups 0 _ The Internet Thmgs prop: unto turmture. All Company 8- Nip‘/ Nrww. <neL<om/ News/ intelncl-of-things-smart-lurnuture-. .. CustomerSeM<eRe In 0"” mmuul . "I Customer Servxe Ev. W 5" 7l“<°"‘- WW5‘ ' ‘N57 '0' ‘ I mrmtneuom nun you ‘. Sowfilornslargesl mobile cemerslthleco-n. Southeast Ubflfy So 109d-her wan | o<el rumrrm mm Nyunden Lrmt rm Itlvlilld new lnu-ma of Things-enabled. .. Virtual Semen cmuu. D5,. " 7 Ute > Iephy - Shore ~ More November 10 2014 5110:-téern Staffing Strategy - Wm . "W Learn and Green 3 Ludmq Library L. I 7 6uess! heBook 33 Deborah Walker To Lbrery Design Drooling with envy over Calgary‘: new central library. 2400!! ) square Ebooks and 85 "W htlp‘/ fWWW. flfl(Od0$Iql'I. tO0/3036322/lhI$~l5-Ch! -app‘? S1012-. .. The future 04 publrr I. .. uuuyofiiqn TNslsTheApp| eSlore01Ubrades mane hncodezrgnzom punk Lu” fir Hens for I new iendmq hbury in Calgary. Canada 9500‘ um, ” rrnghtyust male hetigrng au! 1! the public Ilenr-y cool. Designed by Snehcru en mnnccwm. Nevereooioqlze _. 80 start conversations. ..
  33. 33. Don't be afraid to let staff try. .. the name of innovation with our full support and without penalty. .." 4% "We recognize the right of all staff to fail in
  34. 34. Sno-Isle ldeation Project Culture Change Initiatives -tea Management Strategic Innovation - Proposing Projects with P”'p°5e Idea Management ° Project Planning for Impact Anyone and everyone. 98% staff participation. ° What is the demand for this idea and how does it benefit ‘l, "’our siratog-c plan? '7 - What outcome lthangc in the customer experience) could be measured for this idea? 0 I5 the impact of this idea found loral| y_ reg-onally, or system-wide? - what or who inspired this idea and who have you already talked to about it?
  35. 35. Pressure To Demonstrate Value In New Ways Value for money proposition Lowest cost provider for comparable service Scope creep from other services How to measure/ evaluate library services in a way that highlights the social value Firefighter vs. libraries — what's essential
  36. 36. Sector, _ No “bet the company" manoeuvres Taxpayer scrutiny, Board strategic control, municipal control, Unions, bureaucratic limitations, comparison to start-ups, funding stagnant Control of and access to digital content End of the middle man — are libraries in this role? Opportunity for mediation is diminishing — but there can be added value with expertise, contextual placement, analysis
  37. 37. Shaping the way we're perceived by others Accomplishments (outcomes and outputs) Communicating our value in new ways: shape public demand - exclusivity m accessibility Demonstrating impact to our funders, the media and potential supporters
  38. 38. Incremental change, not disruptive change Evaluate traditional services and assess the opportunity costs to remain in the business as opposed to investing in a new service - divest, offer alternative, offer O 94)
  39. 39. Incremental vs. Disruptive: Pick Your Spot Create new mar et Low risk, many competitors High risk. high reward Minimal tech change > Radical tech “ change Customer High risk, experience: defensive cost savings strategy Manage existing market
  40. 40. Gartner Magic Quadrant 6': -. N Niche Players Ability to Execute I Completeness of Vision ‘
  41. 41. I I
  42. 42. Thank you! Scott: shargrove@fvrl. bc. ca Moe: mhosse@marhham. ca

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