Virginia tech collections_presentation
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Virginia Tech University Libraries Seminary Presentation
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Virginia tech collections_presentation
- 4. Supply-Side Can Not Continue
- 17. Expenditures to University Data
- 18. Expenditures to University Data
- 19. Expenditures to University Data
- 20. Expenditures to University Data
- 21. Measurable Uses of the Collection 2009/2010 Measurable Uses of the Collection 2009/2010 Full-text journal downloads* 3,672,600 Database use 1,989,972 Print book circulations/renewals 525,430 Digital collections requests 471,403 E-books 149,815 Reserves** 327,267 Total Uses 7,136,487 * Includes use of NC LIVE full-text content ** Includes textbook, print, and e-reserves usage
Notas del editor
- Many reasons for this: Technology and increasing amount of content on open networks Changes in publishing Supply-chain capabilities and print-on-demand Increased accountability One reason trumps all others – economics Culture, politics, and economics trump technology – but when technology and economics are working hand-in-hand (e.g. iPhone) – then results can be incredible In a stagnant or dying market, the road ahead isn’t clear, feature sets aren’t as easily dreamed up, and R&D spending is invested in maintaining what exists, not in breaking new ground. Often, it’s all done within a bureaucracy that’s more interested in self-perpetuation than customer innovation. For instance:
- Nobody would argue with those – the trick and the key is actually changing strategies and practices based on realities and likely scenarios. Way we meet these core roles is changing quickly.
- “ That is what real revolutions are like. The old stuff gets broken faster than the new stuff is put in its place. The importance of any given experiment isn’t apparent at the moment it appears; big changes stall, small changes spread. Even the revolutionaries can’t predict what will happen. Agreements on all sides that core institutions must be protected are rendered meaningless by the very people doing the agreeing. (Luther and the Church both insisted, for years, that whatever else happened, no one was talking about a schism.) Ancient social bargains, once disrupted, can neither be mended nor quickly replaced, since any such bargain takes decades to solidify.” – Clay Shirky “ One of the difficult aspects of change, particularly when it is accompanied by complex technology and multiplying data sources, is the ability to give up an old story and develop a new one. The ‘story’ is a common sense version that unfolds.” – Jennifer James “ I don’t know. Nobody knows. We’re collectively living through 1500, when it’s easier to see what’s broken than what will replace it. The internet turns 40 this fall. Access by the general public is less than half that age. Web use, as a normal part of life for a majority of the developed world, is less than half that age. We just got here. Even the revolutionaries can’t predict what will happen.” – Clay Shirky
- Difficult to do in a down-cycle economy, but also opens up windows to make changes otherwise would not be able to make. When a company hits a growth stall, 93% of the time it will be unable to maintain even a 2% growth rate. 75% of the time we can expect it will fall into a no growth, or declining, revenue environment. And 70% of the time it will lose at least half its market capitalization. That’s because the market has shifted, and the business is no longer selling what customers really want. No matter how hard management tries to recapture the past, customers have decided to move on.
- Fantasy football Thought this was the craziest thing – would not last Ignored this is what people want – it met a need and they had fun and they could connect with family and friends across space and time – new modes of collaboration and community Technology enabled new modes of play and operation - community Numbers were clearly pointing in this direction Better to make these mistakes with fantasy football than with something I earn a living at – so fool me once
- As I said earlier – most of us would not challenge these broad notions of change – trick is in changing practice and freeing up budget to drive and fund changing practice. Let’s look at some of those changing practices.
- 13,000+ points of data from 700 users – how do you at least run an initial filter through that data? Relationships between usage data and community feedback data. Way more open and data-driven process than ever before where capturing data and feedback and analyzing it in real-time. A lot more rolling these up to analyze packages in similar ways.
- * All about doing a better job of allocating resources to meet needs -- being more precise in expending resources and acquiring/accessing items to meet needs -- analyzing effectiveness of those efforts and improving -- and then advocating about effectiveness and need for those efforts.
- Faced with the choice to deliver a slice of content in a localized environment and ability to offer exponentially more content from a variety of sources – most of us, particularly users, will choose the latter to be able to get more content. Creates opportunities related to sense-making.
- Faced with the choice to deliver a slice of content in a localized environment and ability to offer exponentially more content from a variety of sources – most of us, particularly users, will choose the latter to be able to get more content. Creates opportunities related to sense-making. Save the most challenging issues for last three bullets. ILL and article delivery and modes of content all hit legal, cultural, and economics hurdles that are challenging to solve. In some ways this levels the playing field in making similar content available to all sizes of institutions and users – in some ways it poses great challenges since we have built up much of our ILL system on larger research libraries serving as hubs for resource sharing – falls apart in digital environment unless we make moves to preserve that capability. Getting content to users in the way they want to consume it is one of our greatest challenges and opportunities.
- Faced with the choice to deliver a slice of content in a localized environment and ability to offer exponentially more content from a variety of sources – most of us, particularly users, will choose the latter to be able to get more content. Creates opportunities related to sense-making. Save the most challenging issues for last three bullets. ILL and article delivery and modes of content all hit legal, cultural, and economics hurdles that are challenging to solve. In some ways this levels the playing field in making similar content available to all sizes of institutions and users – in some ways it poses great challenges since we have built up much of our ILL system on larger research libraries serving as hubs for resource sharing – falls apart in digital environment unless we make moves to preserve that capability. Getting content to users in the way they want to consume it is one of our greatest challenges and opportunities. Content into user environments in ways that are coherent and add value – tying content to their context.
- Reading Ross Atkinson’s Janus conference presentation from 2003 at the dawn of this heavily networked information delivery environment – collaborative imperative he highlighted really stands out – can not solve level of problems and deliver content to users at point of need in a variety of formats without large-scale collaboration – particularly to meet that role as keepers of the scholarly record. HathiTrust, DuraSpace, 2CUL, TRLN.
- “ Web browser’s dominance is coming to a close. And the Internet’s founding ideology – that information wants to be free, and that attempts to constrain it are not only hopeless but immoral – suddenly seems naïve and stale in the new age of apps, smart phones, and pricing plans.”