David Kaser Lecture Series Lorcan Dempsey LorcanD Indiana University 7 October 2012 How terrific to see you are the featured lecturer this year Just thought Id mention that David ID: 395531
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The Research Library: scalable efficiency and scalable learningDavid Kaser Lecture Series
Lorcan Dempsey / @LorcanDIndiana University, 7 October 2012Slide2
How terrific to see you are the featured lecturer this year. Just thought I'd mention that David Kaser was a most terrific library school professor. He was definitely the professor at Indiana who was most influential in my library career and also my favorite professor. I think it is fabulous that you are giving this lecture this year.
(OCLC colleague)“Slide3
OverviewSlide4
How did you go bankrupt?
Two ways. Gradually, then suddenly. ― Ernest Hemingway, The Sun Also RisesSlide5
PreludeSlide6
In the wake of increasing enrollment and costs and declining per student state appropriations, the Board is concerned with the continued ability of public research universities to provide affordable, quality education and training to a broad range of students, conduct the basic science and engineering research that leads to innovations, and perform their public service missions.
NSB: diminishing funding and rising expectations: trends and challenges for public research universities
“Slide7Slide8
The networkSlide9
Colleges and universities have long competed against one another, measuring themselves in comparison to each other and holding tightly to their idiosyncrasies as defining elements of their status. But today, the distribution and reuse of information digitally via the Internet is rapidly changing the game, rewarding those who instead aggregate and scale toward a common infrastructure. It is becoming increasingly clear that neither the
challenges that confront colleges and universities nor the solutions to those challenges are unique to each institution.Chuck Henry and Brad WheelerThe game has changedEducause Review, March 2012
“Slide10
“aggregate and scale towards a common infrastructure”Slide11
Beyond the mobile web. Stephanie
Rieger. http://www.slideshare.net/yiibu/beyond-themobilewebbyyiibuSlide12
Beyond the mobile web. Stephanie
Rieger. http://www.slideshare.net/yiibu/beyond-themobilewebbyyiibuSlide13
WebscaleTend to one/two …Network effectsMassive aggregationGravitational pull Data driven engagement
AnalyticsSocialPlatformLeverage for developers …Slide14Slide15
65%Discoverability Phase 1 Final Report. Hanson et al. U Minnesota.
http://conservancy.umn.edu/handle/48258Slide16
Researchers prefer to adopt open source and social media technologies that are available in the public domain rather than institutional license-based applications
….. First the social media technologies facilitate networking and community building. Second, researchers prefer to use technologies that will enable them access to resources and their own materials beyond their institution-based PhD research. e.g. Mendeley, Zotero, Endnote
“Slide17
What has changed?1 The library is institution scale where many of its users operate at network scaleSlide18Slide19
What has changed?2 Libraries are redundantly managing local infrastructure which creates little distinctive local value.Slide20
Ronald
Coase
Pic
: WikimediaSlide21
Space
Systems
Collections
Services
&
expertise
Then: vertically integrated around collection
Now: moving apart in network environment
Then: high transaction
costs lead to locally
assembled collection
Now: low transaction costs distribute activities across the networkSlide22
UnbundlingSlide23
Harvard Business Review (1999)Slide24
Core components of a firm
CustomerRelationshipManagement
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 importantSlide25
Engagement
Innovation
Infrastructure
Back office capacities that
support day-to-day operations
“
Routinized
” workflows
Economies of scale important
Develop
new
services and
have them accepted
Speed/flexibility important
Attracting and building relationships with
researchers and learners
“Service-oriented”, customization
Economies of scope important
Note: Engagement substituted for Customer
relationship managementSlide26
SpaceBeing reconfigured around the user experience rather than around collections.
Moving from Infrastructure to engagementAd hoc rendezvousMeeting place
Social, showcase and sharing
Exhibitions
Specialist equipment
Specialist staff
GIS, Writing centre,
Digital humanities, …
Research commonsSlide27
Services
The service turn (Scott Walter)U Minnesota, ARL Institutional profile:In alignment with the University's strategic positioning, the University Libraries have re-conceived goals, shifting from a collection-centric focus to one that is engagement-based.Slide28
... to serve the emerging needs of faculty, researchers and graduate students pursuing in-depth research and scholarly inquiry. Access to expertise, hardware and software.
MPublishing, U Michigan
The University of Michigan Press, the Scholarly Publishing Office, Deep Blue (the University’s institutional repository service), the Copyright Office, and the Text Creation Partnership,
Salman
Rushdie Archive, Emory U
Personal digital papers of
Salman
Rushdie. Have become
his
reference collection.
Scholarly Commons, U Illinois Urbana ChampaignSlide29
SystemsFocus on engagement
Resource guides, integration with learning management, widgets, etcRecommendation (aggregation)
Move to cloud for infrastructure
ILS, ERM, Discovery: move to
cloud-based solutions
Deep collaboration
Shared systems infrastructure:
Orbis
Cascade Alliance, 2CULSlide30
Outside in Bought, licensedIncreased consolidation
Move from print to licensedManage down print – shared printMove to user-driven modelsAim: to discover
Inside out
Institutional assets
: special collections,
research and learning materials, institutional records, …
Reputation management
Increasingly important?
Aim:
to
*have*
discovered … to
disclose
CollectionsSlide31
Outside in collections – increasingly externalised to collaborative or third party. Reduced local infrastructure.
Inside out collections. Growing engagement around scholarly communication, data curation, institutional asset management, reputation/profiles. Leverage internal/external infrastructure.Slide32
RescalingSlide33
A reminderSlide34
Space
Systems
Collections
Services
&
expertise
Increase local impact:
Greater engagement
Scale efficiency:
Share infrastructureSlide35
Infrastructure: scalable efficiences
Engagement and innovation: scalable learningRightscale infrastructure for efficiency and
impact in a
webscale
world …
Invigorate institution-scale approaches to engagement …
“the rate of learning, innovation, and performance improvement within the institution must match (or exceed) that of the surrounding environment if the institution is to survive (or thrive)”Slide36
InfrastructureCatalogingeJournalsPreservation
Systems in the cloud(cloud is a question not an answer) Slide37
InfrastructureThe collective print collectionSlide38Slide39
InfrastructureThe collective print collection?Preservation of institutional assets?Slide40Slide41
InfrastructureThe collective print collection?Preservation of institutional assets?Data driven engagement?Social/Analytics?
A shared Knowledge Base?…..Slide42
EngagementCurricular supportScholarly communication and digital scholarshipData curationExpertise and profile management
….Slide43
EngagementFrom the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
Near-constant innovation is the only way to respond successfully to near-constant disruption. Said differently, the rate of learning, innovation, and performance improvement within the institution must match (or exceed) that of the surrounding environment if the institution is to survive (or thrive). Given that innovation is inherently a human activity--one performed by talented individuals--it follows that talent will pull institutions into the 21st century.
The New Organization Model: Learning at Scale
by John
Hagel
III, John
Seely
Brown and Lang Davison | 6:03 PM March 11, 2009
Libraries need to do both .. Earlier stage in cycle
http://blogs.hbr.org/bigshift/2009/03/can-your-company-scale-its-lea.htmlSlide44
Engagement - LearningA variety of staff rolesAttorney, creative, technology, pedagogy, subject, ….
Marketing, assessment, outreachSlide45Slide46
Engagement - LearningA variety of staff rolesAttorney, creative, technology, pedagogy, subject, ….
Marketing, assessment, outreachDeeper engagement with faculty/students around digital scholarship/communicationSlide47Slide48
Engagement - LearningA variety of staff rolesAttorney, creative, technology, pedagogy, subject, ….
Marketing, assessment, outreachDeeper engagement with faculty/students digital scholarship/communicationPartnership with campus players …Elearning, IT, publishing, digital humanities, data curation, …Slide49Slide50
Platform… Strategic Partnerships
The library of the future is engagement-centered and reinforced by joint ventures and programmatic partnerships. We imagine the Libraries as an outwardly engaged organization that creates partnerships and provides leadership in the pursuit of excellence in research and learning. Transformation… Our strategy: be regenerativeOctober 4, 2012, 12:51 pmBy
Brian MathewsSlide51
Engagement - LearningA variety of staff rolesAttorney, creative, technology, pedagogy, subject, ….
Marketing, assessment, outreachEngagement with digital scholarship/communicationPartnership with campus players …Elearning, IT, publishing, digital humanities, data curation, …Project working (grant)Supporting community/sharing ..Slide52
Platform… Strategic Partnerships…
TransformationThe library of the future is constantly changing both physically and virtually. We imagine the Libraries’ core functions evolving through emerging expertise in curation, community development, and knowledge production. We curate digital research data and scholarship; we develop and optimize communities for collaboration and the exchange of ideas and discoveries; and we help our users create new knowledge and provide access to the world’s digital scholarship.
Our strategy: be regenerative
October 4, 2012, 12:51 pm
By
Brian MathewsSlide53Slide54
Engagement - LearningA variety of staff rolesAttorney, creative, technology, pedagogy, subject, ….
Marketing, assessment, outreachEngagement with digital scholarship/communicationPartnership with campus players …Elearning, IT, publishing, digital humanities, data curation, …Project working (grant)Supporting community/sharing ..
Training trainers (student mentors, …)
Personal ‘brand’ management …
Twitter,
Mendeley
, Academia.edu, ….Slide55
It is difficult to speak knowledgably about social services or provide sensible support for them if you don’t have some experience of network services. Picturing a rhino: experience is the only guide.
How do you get in the flow of communications and interaction? Is your expertise visible? Can you help researchers get into the flow and be visible? The power of pull.
Lorcan Dempsey. Managing our online
profersonal
lives.
http
://www.slideshare.net/lisld/managing-our-online-profersonal-livesSlide56
Increasing library impact in a network environmentScalable efficienciesShare infrastructure in a network environmentScalable learning
Fuller engagement in the research and learning processSlide57
Thank you …