2. 2
• What leadership is needed?
• Top down or bottom up?
• Culture of experimentation and pilots?
• Relationships?
• Network effect?
• Competencies and Skills?
• Attitudes or Aptitudes?
• What is the nature of ‘conversation’?
3. 3
NATO is very complex and complicated
• Secret and Public
• Management and Implementer
• Local and distant service populations – end users
• Trans-national and global
• Difficult barriers to success
• You’re a rare instance of a multi-type system (that lacks a system
basis)
▫ Special Libraries (Government, Military, Policy, etc.)
▫ Academic Libraries: College, University, Professional and
continuing Education
▫ School Libraries
▫ Public Libraries
▫ Infrastructure Librarians (IT, IS, Content, Intranet, etc.)
4. 4
Partnerships and Collaboration
• The only choice
• Internal partnerships matter – don’t give power or seek power – act
as a peer
• Purchasing and developing products and services alone is the MOST
expensive ways to achieve. It’s also the slowest.
• ASK and No is not an answer, or at least a full answer.
5. 5
The 8 Elements of a Well-launched Project
• An Idea
• Clarify the Situation
• Convert the Idea to a Statement of Work
• Clarify what the task is Not
• State the Expected Results, key milestones and major
deliverables
• Select the People needed to complete the task
• Allocate Resources to do the job well
• Specify how Success will be measured, rewarded and
sustained over time
6.
7. Differences in the Private and Public Sector
Approaches to Development
Private Sector
Competitive advantage is
the ideal
Innovation is key to long-
term existence
Focus on clients and
marketshare
Business strategies
Responsibility to
shareholders or
owner/investors
Increasing revenue
Risk oriented
Economic success is a
prime personal motivator
Competitors, partners and
allies
e-Business is the
challenge
Focus on “results”
Public Sector
Collaborative advantage is
the ideal
Good service is the key to
long-term existence
Focus on citizens and social
contract
Political agendas and
government imperatives
Responsibility to parliament
and to citizens
Wise use of tax dollars
Risk averse
Making a positive impact on
society is a strong motivator
Other departments, levels of
government, unions
e-Government is the
challenge
Focus on “process”
8. Stop the Insanity
Tech is a tool
Tech is an opportunity
Innovation involves risk
The biggest risk is not taking any.
8
9.
10.
11.
12.
13. 13
Stop Having and Engaging in BS Discussions
• Libraries are more relevant than ever
• We have no good reason to be on the defence
• Reading is UP
• E-Books aren’t replacing p-Books - the dynamic is a new hybrid
marketplace
• E-Books have benefits that p-Books don’t
• Librarians are being hired and doing well
• Change is our tradition
• This new normal requires specialized professionals like us.
17. Understand the difference
between Search and Find
• Roy Tennant and I have been saying for years: “Users want to find not
search”.
• Librarians enjoy the challenge of search and try to create mini-
librarians.
• Information literacy is different than contextual information fluency.
•The user experience is mostly “elsewhere”.
• Learning, research and decision-making processes trump search.
18. Understand the difference between
the roles of discovery services and
native search
• Search & Find
• Integration of internal/external information
• Search is the identification of potential objects to read or view in either a known
item retrieval scenario or – more importantly – an immersion environment where
choices are made.
• Until recently, we handled immersion environments in the context of defined
subsets of content (a single database or small group).
• Discovery services are one step before search – the identification and discovery of
the resources (databases) that are worth searching.
19. And the Algorithm Understanding Failure
19
The power of algorithm is
in the target user needs,
the institutional needs,
and the behavioral history
. . . Not the underlying
content
Are there any real national
initiatives to understand
and differentiate library
end user behaviors from
Google commercial
constructs? (yes but …)
20. Get the naming and labeling right
• Vendors must develop unique names and brands for their services to meet
positioning, marketing and sales needs to you.
• There is no need for you to fall in line and pass through these names – or
worse try to train end users to know hundreds of them!
• Can anyone defend using these titles to be the single most important label
for end users? MLA, Scopus, Compendex, ABI/Inform . . .?
• Honestly! The needs of trademark law don’t match the needs of users to
identify resources.
21. Are you using numbers strategically?
• Statistics versus measurements
• Satisfaction and Impact
• Visual versus data
• Stories build on data springboards
• Are your numbers showing customer satisfaction or just
activity?
• Do you trust your numbers (It’s easy to mess with an
interface and increase hits or whatever statistics you’re
using.)
• How can the vendor help your numbers issues and insights?
22. Until lions learn to write their own story,
the story will always be from the perspective
of the hunter not the hunted.
23. 23
Library Advocacy: The Lion's Story
• Are you framing your library's story well?
• Are you sharing measurements about your impact, or still beating the
drum of raw statistics that show funders where to cut?
• Are you using great gift of social media to engage and get your
message out.
• Has your library's marketing and communication plan stepped up to
the 21st Century?
• Are we ready for advanced data mining of our websites, circulation
and membership records?
• Are you ready for the reach beyond outreach?
• What are the skills and competencies that library teams need?
24. First . . .
Let’s stop using the word advocacy
Let’s discuss influence and being
influential . . .
25. Second . . .
Let’s start using verbs to describe
ourselves in the context(s) of our
members, audiences and
communities.
25
44. It’s the stories that happen inside
your library that matter . . . Not just
the ones you have on the shelves.
Tell those stories
Encourage the heart . . .
Better yet . . . Collect the stories in
your users’ voices
50. Personal and Institutional Impact:
Strategies and Tactics
Let’s talk . . .
Why is the staff invisible on your virtual presence?
51.
52. 52
Important Strategic Issues
1. Investing for success
2. Strategic budgeting
3. Developing a culture of controlled risk
4. Learning to de-invest, sacrifice, stop, and grow.
5. “A library is a growing organism.”
54. Millennials & changing user behaviours
Cloud
Algorithmic search and mapping
Streaming media content and new forms
Advanced text –not just easy e-books
eLearning & MOOCs
Gamification
Mobility and fluid content
Discovery and metadata vaults (DPLA, OCLC, Eurpeana)
55. What kinds of community spaces are needed in
the future?
Can you support learning spaces, community
meeting spaces, performance spaces, maker
spaces, real advisory spaces, true relationship
and consultation management . . .?
56. What if all metadata and content discovery is
freely available using open APIs through the
OCLC WorldShare vault and the Digital Public
Library of America / Europeana vault of open and
free metadata?
What does your experience portal look like? Top
questions?
58. Up Your Game
• Know your local community demographics
• Focus on needs assessment and social assessments
• Prioritize: Love all, Serve all, Save the World means nothing
gets done
• Priorities are SMART: Specific, Measurable, Attainable,
Relevant, & Time bound
• Look for partnerships that add value
60. Up Your Game
• Align with Collections – every collection must be justified by
programs
• Force strategic investment budgeting
• Look for partnerships that add value
• Don’t go it alone. Focus on large scale sustainable programs
• Connect to the longer process not just events
• Virtual and in-person - in the Library and reaching out with partners
• SCALE: eLearning and Surveys – e.g. citation methods
61. What are the real issues?
• Craft versus Industrial Strength
• Personal service only when there’s impact
• Pilot, Project, Initiative versus Portfolio Strategy
• Hand-knitted prototypes versus Production
• e.g. Information Literacy and Fluency initiatives
• Discovery versus Search versus Deep Search
• eLearning units and program dissemination
• Citation and information ethics
• Content and repository archipelagos
• Strategic Analytics
• Value & Impact Measures
• Behaviours, Satisfaction
• Economic and strategic alignment
62. Up Your Game
• Align with Collections – But add virtual experiences
• Look for partnerships that add value
• Ensure the program delivery person is embedded including
librarians
• What are your top 20 question domains? Start there.
• Don’t go it alone. Build scalability and sustainability.
• Look for replicability – every neighbourhood
63.
64. Up Your Game
• Start offering diplomas and certificates
• Look for partnerships that add value like HR and IT
• Offer real educational opportunities not just adjacencies
• What does your community need for economic advantage?
• What courses to you offer or recommend? (TED, Khan
Academy, MOOCs, Coursera, Udacity, edX, Learn4Life (ed2go),
Online High Schools, Homeschooling, etc.)
65. Up Your Game
• Learn two-way relationship and consultation competencies
• Understand Communities and have deep partnerships
• Understand Pedagogy in the context of government and
educational goals
• Know where your programs are heading
• Consider deep partnerships especially IT and HR
• Consider coaches, peer, and tutoring partnerships
66. Up Your Game
• The strong ‘library’ brand – but add dimension
• Personal branding – Who are your stars? Promote them. You?
• Program branding
• Take risks for attention (AIDA)
• Embed your brand beyond the library walls and virtually
67. The Virtual Handout
• The Value of Public Libraries
http://stephenslighthouse.com/2010/04/06/the-value-of-public-
libraries/
• The Value of School Libraries
http://stephenslighthouse.com/2010/04/06/the-value-of-school-
libraries/
• The Value of Academic and College Libraries
http://stephenslighthouse.com/2010/04/07/value-of-academic-and-
college-libraries/
• The Value of Special Libraries
http://stephenslighthouse.com/2010/04/07/value-of-special-
libraries/
• Library Advocacy: Save the Library Campaigns
http://stephenslighthouse.com/2010/04/01/save-the-library-
campaigns/
68. Up Your Game
• Move the ILS to the Cloud
• LinkedData models – OCLC WorldShare, Europeana, DPLA, etc.
• Look at TCO and look at all costs incurred and not just hard
costs
• Review opportunity costs in soft costs
69. Up Your Game
• Stop using meat cleavers and use paring knives
• Examples:
• A meat cleaver is undergrad versus grad vs. faculty
• A meat cleaver is kids, teens and adults
• A meat cleaver is medical versus legal
70. Up Your Game
• Learn how to reach and teach online
• Teach how to learn online
• Teach how to research online
• Everyone in academic libraries should be focused on
teaching/researching first, then library
• Learn more systems than one!
• Be obsessive about consultation, recommendations and advice
• Social alignment rules and use the tools
71. Up Your Game
• Use your data to derive insights
• Mine your data for measurements
• Justify
• Prove value and impact
• Avoid print and in-person measures alone
72. Up Your Game
• Dog, Star, Cow, Problem Child?
• Reduce investment in successes
• Increase investment in early strategic innovation
• Be patient and learn, it can take years
• Look at TCO
• Look at all costs incurred and not just hard costs
• Review opportunity costs in soft costs
77. 77
Record your Story Hours
YouTube Your Story Hours
Tie in to collection
• Parenting
• Children’s Health
• Continuing Education
Moms and Caregivers Social Glue
Teddy Bears, PJ’s, Pets, Toys
How do you find kids’ books?
79. 79
3D is 4D
STEM vs. STEAM
Creative
Entrepreneurs
Changing Life Arcs
And so much more…
80. 80
Douglas County and Colorado Models
Lulu, Amazon Singles, Self-publishing
Fifty Shades of Grey
This is an economic activity
81. 81
Hand-knitting Sweaters or an Industrial Revolution for libraries
Consider scalability and replicability
Cooperation on a massive scale
Mobility of programming
Thinking big – over 1000 attendees or 30?
Mobile Makerspaces
Mobile staff talent
90. Stephen Abram, MLS, FSLA
Consultant, Dysart & Jones/Lighthouse Consulting
Cel: 416-669-4855
stephen.abram@gmail.com
Stephen’s Lighthouse Blog
http://stephenslighthouse.com
Facebook, Pinterest, Tumblr: Stephen Abram
LinkedIn: Stephen Abram
Twitter: @sabram
SlideShare: StephenAbram1
Notas del editor
Topics to be Explored:Teaching & learningOnline learning, changes in teaching, experiential learning, etc. TechnologyTop trendsDigitization & Digital mediaPublishing TrendsThe marketplace for educationAcademic research Scholarly communicationLearning spacesPhysical & virtual
Topics to be Explored:Teaching & learningOnline learning, changes in teaching, experiential learning, etc. TechnologyTop trendsDigitization & Digital mediaPublishing TrendsThe marketplace for educationAcademic research Scholarly communicationLearning spacesPhysical & virtual