Transcript USING A THREE YEAR ROLLING DEVELOPMENT PLAN …

USING A THREE YEAR ROLLING
DEVELOPMENT PLAN (3YRDP) TO LEAD
AND MANAGE LIBRARY TRANSFORMATION
25th Annual IATUL Conference
Kraków, Poland,
May 30 – June 3, 2004
Egbert D. Gerryts
Department of Information Science
University of Pretoria, South Africa
25th Annual IATUL Conference
Kraków, Poland
A.
Economy
External (Global/National) Environment
Dimensions/Parameters
Government
Social-Cultural Technology Publication Information Business
Enterprise (Scholarly Com/
Library profession)
Exploitable
In-exploitable
B.
Policy Users
/Clients
Opportunities
Threats
Surmountable
Un-surmountable
Institutional Environment (University)
Dimensions/Parameters
Finance Government Partnerships
Business
Orientation
Exploitable
In-exploitable
IT
Infrastructure
Opportunities Surmountable
Threats Un-surmountable
C. Library /
Information Service
Future Picture
Preferred Future Position
3 Year Rolling Dev Plan
UNIV
LIB
OUR THREAT
UNIV
UNIV
LIB
X
LIB
?
UNIV STRATEGIC PLAN 2004 – 2006
1. Academic endeavours, 2. Quality, 3. Relevance, 4. Transformation,
5. International competitiveness, 6. Value driven org. culture, 7. Sustainability, 8. Innovation
UNIV
LIB
OUR CHALLENCE
UNIV
UNIV
LIB
!
LIB STRATEGIC PLAN 2004 – 2006
1. Learning Center, 2. Research Info service, 3. Academic Integration, 4. e-Information,
5. Measurement and productivity, 6. Vision and value driven, 7. Effectiveness and Efficiency,
8. Process / Re-engineering / Business Orientation / Info Portal / COP’s / Scholarly Com
LIB

Underlying Philosophy
Global perspective: Where are we?
Library philosophy: Who are we?
Academic philosophy: Why and what are we?
Functional communication interface: How are
we?
Preferred future position: WHEN?
Strategic driver?
Optimum integration with key work processes of
university
The answer: points of departure?
Key role in national information systems
Facilitate open information/knowledge
society
Innovative technology – enhanced service
Partnerships/co-operative agreements
Support/promote/lead University’s role and
position in scholarly communication
Who are we?
How are we?
Paradigm shift – Organisations
(Dr F Luthans)
Dimension
Old Paradigm
New Paradigm
Organisations
Structure
Worker expectations
Leadership
Hierarchy
Self-sufficient
Security
Autocratic
Workforce
Work
Markets
Advantage
Focus
Resources
Governance
Quality
Homogeneous
Individuals
Domestic
Cost
Profit
Capital
Board of Directors
What is affordable
Network
Interdependent
Personal growth
Inspirational, coaching,
facilitating
Cultural diverse
Teams
Global
Time
Customers
Information
Varied constituents, stakeholders
No compromises
The new world of work
Work units change – from functional departments to process
teams.
Jobs change – from single tasks to multi-dimensional work.
People’s roles change – from controlled to empowered.
Job preparations changes – from training and education to
career planning.
Focus of compensation shifts – from job evaluation to
competency and skill.
Organizational structure change – from hierarchical to flat.
Managers and Executives change – from supervisors and
scorekeepers to leaders.
Mental Map
Goals
Hard
Systems
Tangible
FUTURE
PICTURE
OF
ORGANIZATION
Preferred
future
position
Intangible
Soft
Systems
Values
Time present
Profitability
(output vs input)
Growth in use
Service
Quality
On-time delivery
etc
Control
Plans
Policies
Procedures
Rewards
Required
Behaviours
Adaptability
Autonomy
Cooperation
Creativity
Development
Humor
Initiative
Moral integrity
Openness
etc
Emergent
reality
Shared meaning
Sense of
belonging
Common frames
of reference
Alignment
Fulfillment
of
stakeholder
needs
Commitment
Time - future
Customer needs
Employee needs
Shareholder
needs Society
needs, etc
Strategic Renewal Plan
Strategic
Intension
 Goal
 Strategic base
Task
Social
Dimension
 Culture
Dimension
 Structural
starting-point
 Leadership
 Action Plan
Linking measurement and strategy (Balanced Scorecard)
1.
2.
3.
Driving force
Vision
Values
Our vision of the future
If we are successful,
how shall we be
different?
To our
shareholders
(financial)
Business
Orientated
To our
customers
Indispensable
With our
processes
Integrated
processes
To our staff
Ability to
innovate
What are our critical
success factors?
Value
for money
Relevant
services and
products
Cost
effectiveness
Attitude
motivation
values
Benchmarking
Customer
satisfaction
Management
information
system
Culture and
climate audit
How can we
measure?
BALANCED SCORECARD: PHASE 4
2002-
Financial: Shareholder
Measurement &
Productivity
Value
Return on investment
(R0I)
Processes
Customer
Vision Strategy
Learning center
Research information
Service
Integrated with
academic processes
Learning & Growth
Richness of Diversity
Training programmes
Information
Management &
Procurement Service
(IMPS)
THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP)
STRATEGIC
INDICATORS
Year 1
Year 2
Year 3
1. Business Management
1.1 Cost Management
1.1.1 The cost-effectiveness of services, products and
service levels, are quantified, negotiated and
contracted.
1.2 Information sources
Management
1.2.1 A justified strategic
plan for spending is in
existence.
1.2.2 An accountable commercial purchasing process
is in place
1.2.3 A plan to expedite the transition from paper to electronic sources, in
operation.
1.3 Space Management
1.3.1 A solution for lack
of space is contracted
with Top Management.
1.3.2 Depreciation of equipment goes hand-in-hand
with system-based budget for replacement.
1.3.3 A long term space management programme is created and adhered to.
THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP)
STRATEGIC
INDICATORS
Year 1
Year 2
Year 3
2. Client Services
2.1 Differentiated Service
2.1.1 Services to deliver
paper and/or electronic
information packages to
pre-graduate students are
contracted
2.1.2 Primary clients with advanced information needs
to receive a personal contracted information service.
2.1.3 Client relationship management has been
investigated and implemented (CRM).
2.1.4 With due allowance to the programme agreements between UP and
Partnerships that manage deliveries, an equivalent service is rendered to
telematically educated students.
2.2 Virtual Information
Service
2.2.1 The web as the
primary delivery
mechanism is in place,
reliable and integrated
and accommodates all
other essential
information services.
THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP)
STRATEGIC
INDICATORS
Year 1
Year 2
Year 3
3. Internal Work Processes
3.1 Optimalization of
processes
3.1.1 Core business processes are rationalized, streamlined and where applicable,
computer-based in order to render an uninterrupted one-stop service.
3.2 IT-deployment
3.2.1 Bottlenecks in the
electronic connection with
national and international
networks for academic
information are
eliminated.
3.2.2 The IT infrastructure, which makes web delivery
possible, is in place.
3.3 Resources
management
3.3.1 Create IMPS
(Information
Management and
Procurement Service
(IMPS), (Back Office) to
ensure optimum support
to key clients based
service.
THREE YEAR ROLLING DEVELOPMENT PLAN (3YRDP)
STRATEGIC
INDICATORS
Year 1
Year 2
4. Human Resources Management
4.1 Human resources
strategy
4.1.1 Human Resources
development plan is in
place.
4.2 The role of the
information specialist
4.2.1 The role of the Information Specialist is adapted
to include the pursuit of knowledge management
practices.
4.3 Renewal project teams
4.3.1 Project teams are in
place to implement
renewal objectives.
Year 3
Conclusion
Library of yesterday still exists
Key question is not where we come from,
but where we go to
You can’t cross a chasm in two jumps
3YRDP offers the bridge – the junction
where management and leadership minds
meet