GLOBAL WARMING INTELLIGENT DESIGN THE AXIS OF EVIL AND THE FUTURE RELEVANCE AND IMPACT OF THE ACADEMIC RESEARCH LIBRARY James G.
Download ReportTranscript GLOBAL WARMING INTELLIGENT DESIGN THE AXIS OF EVIL AND THE FUTURE RELEVANCE AND IMPACT OF THE ACADEMIC RESEARCH LIBRARY James G.
Slide 1
GLOBAL WARMING
INTELLIGENT DESIGN
THE AXIS OF EVIL
AND THE
FUTURE RELEVANCE AND IMPACT
OF THE
ACADEMIC RESEARCH LIBRARY
James G. Neal
Columbia University
Digital Library Seminar Series
15 December 2006
Slide 2
THE SHIFTING VALUES OF THE LIBRARY
•
•
•
•
•
•
Customization
Openness
Self Service
Mutability
Productivity
Usability
2
Slide 3
THE SHIFTING VALUES OF THE LIBRARY
•
•
•
•
•
•
Assessment
Marketing
Strategic Action
Business Plan
Competition
Resource Development
3
Slide 4
CORE LIBRARY SERVICES TO USERS
• Information Acquisition
• Information Synthesis
• Information Navigation
• Information Dissemination
• Information Interpretation
• Information Understanding
• Information Archiving
4
Slide 5
CHANGING LIBRARY ROLES
• Libraries as Consumers
• Libraries as Intermediaries and Aggregators
• Libraries as Publishers
• Libraries as Educators
• Libraries as R&D Organizations
• Libraries as Entrepreneurs
• Libraries as Policy Advocates
5
Slide 6
CURRENT SCHIZOPHRENIC
CONDITIONS
•
•
•
•
•
•
•
•
•
Physical versus Virtual
Print versus Electronic
Ownership versus Lease
Educate versus Deliver
Stable versus Dynamic
Content versus Functionality
General versus Specialized
Monopoly versus Vulnerability
Binary versus Ambiguity
6
Slide 7
THE SHIFTING VISION OF THE LIBRARY
•
•
•
•
•
Legacy
Infrastructure
Repository
Portal
Enterprise
7
Slide 8
GLOBAL WARMING
Impact of Human Activity
or
Natural Climate Variation
• The library is experiencing broad climatic
changes that will threaten the professional
species and upset the order of roles and
responsibilities.
8
Slide 9
ADVANCING THE OPEN REVOLUTION
• Open Source
• Open Linking
• Open Standards
• Open Courseware
• Open Archives
• Open Knowledge
• Open Design
• Open Access
9
Slide 10
LESSIG
Constraints On Open Access
To Information
Market
Technology
INFORMATION
Law
Norms
10
Slide 11
TRANSFORMING SCHOLARLY COMMUNICATION
• The Urge to Publish
• Crisis in Scholarly Publishing
• Roots of Dysfunction
• Electronic Strategies
• New Economics/Competition
• Quality Assurance
• Permanent Archiving
11
Slide 12
ACADEMIC LIBRARIES
CORE INTERESTS
• Competitive Market
• Easy Distribution and Reuse
• Innovation Applications of Technology
• Quality Assurance
• Permanent Archiving
12
Slide 13
DISCUSSIONS WITH COLUMBIA FACULTY
• Scholarly Publishing Issues Now Being Discussed in
Disciplines
• Concern About Future of Scholarly Monograph
• Role of Subventions and Subsidies for Publication
• Market Impact on Research Topics and Treatments
• Migration or Coexistence of Print and Electronic
• Importance of Electronic Access to Historical Literature
• Role of Google/Search Engines
13
Slide 14
DISCUSSIONS WITH COLUMBIA FACULTY
• Critical Importance of Linking/Browsability
• Role of Pre-Print and Disciplinary Repositories
• Role of Conference Proceedings/Grey Literature
• Concern About Open Access Models
• Fundamental Importance of Peer Review/Impact
Assessment
• Concern About Long-Term Archiving
• Faculty Retention of Copyright
14
Slide 15
HAVE WE MADE A DIFFERENCE?
• Have publication prices gone down? Why?
• Are research results circulating more quickly? How?
• Are institutions or individuals asserting some control over
their intellectual property?
• Has academic publisher consolidation been reduced?
• Have SPARC publishing partnerships been more
additive than competitive?
• Are researchers/academic administrators talking more
about scholarly publishing issues?
15
Slide 16
HAVE WE MADE A DIFFERENCE?
• Is open access truly an alternative to publisher-based
scholarly publishing?
• In the absence of a coordinated plan for archiving of digital
publications, will open access models survive?
• Can peer-review and open access models come together?
• Are editorial boards willing and able to break away from
commercial publishers?
• Will scholarly communication be embraced as an important
public policy issue?
• Will fair use survive the legislative battles?
16
Slide 17
BUILDING THE DIGITAL LIBRARY
QUALITY = CONTENT + FUNCTIONALITY
• Published/Licensed Content
• Primary Content
• Open Web Content
• Institutional Content
• Multimedia Content
• Integrated Services
• Software Tools
17
Slide 18
ADVANCING THE DIGITAL LIBRARY
• Leveraging the Content
• Reshaping the Organizational Culture
• Building the Infrastructure
• Setting the Direction
• Then Just Doing It
18
Slide 19
ADVANCING THE REPOSITORY MOVEMENT
•
Discipline Repositories
•
Institutional Repositories
•
Consortium Repositories
•
Departmental/School Repositories
•
Individual Repositories
•
National Repositories
•
Referatories/Virtual Repositories
19
Slide 20
SUPPORTING THE COURSE MANAGEMENT SYSTEM
• Content Creation
• Storage and Management
• Search and Query Techniques
• Distribution and Access
• Rights Management
20
Slide 21
PARTICIPATING IN THE ENTREPRENEURIAL ACADEMY
• Leveraging Assets
• New Customers/Markets
• Financial Mandate
• Competitive Mandate
• Prestige Mandate
• Development and Risk Capital
• Business Planning
• Cultural Firewalls
21
Slide 22
ENTREPRENEURIAL INITIATIVES
OBJECTIVES
• Leverage library and information services assets to produce new
income in support of local needs.
• Build upon experience producing new income through strategies
like publishing program, software development, network
services and duplication services.
• Learn through entrepreneurial and innovative activities and apply
these lessons to library and information services.
• Secure expanded visibility in the national library and information
technology communities and at local level.
22
Slide 23
MARKETING THE LIBRARY
• Match Capabilities of an Organization with Needs
and Wants of Communities Served
• Existing Products to Existing Markets
MARKET PENETRATION
• Existing Products to New Markets
MARKET EXTENSION
• New Products for Existing Markets
PRODUCT DEVELOPMENT
• New Products for New Markets
DIVERSIFICATION
23
Slide 24
RESPONDING TO USER EXPECTATIONS
•
Content
•
Access
•
Convenience
•
New Capabilities
•
Cost Reduction
•
Individual Productivity
•
Organizational Productivity
•
Individual Control
24
Slide 25
INTELLIGENT DESIGN
Evolution by Natural Selection
or
Supernatural Intervention in the Origin of Life
• The library is confronted by new theologies of values and
meaning that seek to explain our roots and to
redefine our futures.
25
Slide 26
BUILDING THE NETWORK
•
Connectivity
•
Reliability
•
Capacity
•
Performance
•
Security
•
New Applications
26
Slide 27
PARTICIPATING IN ENTERPRISE SYSTEM DEVELOPMENT
•
Business Reengineering
•
Productivity Mandate
•
Integration
•
Distribution
•
Customization
•
Open Source
27
Slide 28
MANAGING IDENTITY AND SECURITY
• Intensity Of Threat
• Network Efficiency
• System Operations
• Data Integrity And Protection
• Identity Theft
28
Slide 29
ORGANIZING DISASTER PREPARATION AND CONTINUITY
•
Business Continuity
•
Business Recovery
•
Redundancy
•
Policy And Process
•
Responsibility
•
Records Management
29
Slide 30
MINING THE FULL POTENTIAL OF DIGITAL INFORMATION
• Accessibility
• Interdisciplinary
• Availability
• Collaboration
• Immediacy
• Multimedia
• Searchability
• Currency
• Researchability
• Dynamism/Fluidity
• Linkability
• Interactive
• Procedural
• Spatial
• Encyclopedic
30
Slide 31
BUILDING CONTENT MANAGEMENT PORTALS
• Content Types
• Content Delivery
• Metadata
• Content Workflow
• Extensibility
• Portal As Integrator
• Portal As Real-time Process
31
Slide 32
ENHANCING THE FACULTY EXPERIENCE
•
Personal Advancement/Recognition
•
Contributions to Scholarly Literature
•
High Quality Instructional Experiences
•
Successful Students
•
Work on Innovative Projects
•
Collaboration with Interesting Colleagues
•
Financial Compensation
•
Remuneration for Own Work
•
Excellent Laboratory, Library and Technology Support
•
Opportunities to Experiment with Technology
32
Slide 33
THE LIBRARIAN IN THE ACADEMY
FACULTY RELATIONS
•
•
•
•
•
•
•
Servant
Stranger
Parallel
Friend
Partner
Customer
Team
33
Slide 34
SUPPORTING THE NEEDS OF BIG SCIENCE
• Massive Data
• Unstructured Data
• Extraction
• Visualization
• Simulation
34
Slide 35
ENRICHING RESEARCH THROUGH
TEXT MINING
• Extract Words Or Phrases
• Establish Meanings And Patterns
• Linking Of Objects
• Open Text Mining Interface
• Publisher Business Model
35
Slide 36
ENHANCING THE STUDENT EXPERIENCE
•
Technology Ubiquity
•
Web-based Services
•
Technology Sandbox
•
Privacy Space
•
Support Services
•
Information Fluency
•
Post-graduate Access
36
Slide 37
ENABLING/INTEGRATING WEB 2.0 AND 3.0
• Social Networking
• Collective Intelligence
• RSS – Incremental Web
• Software As Service/Not Product
• Artificial Intelligence/Expert Systems
37
Slide 38
RETHINKING LIBRARY SPACE PLANNING AND IDENTITY
• Trompe L’oeil Library
• Library Use Trends
• Technology as Catalyst
• Learning Space
• Social Space
• Collaborative Space
• Flexibility And Adaptability
38
Slide 39
PREPARING FOR ACCOUNTABILITY AND ASSESSMENT
• Institutional Expectations
• Government/Funder Mandate
• Measures of User Satisfaction
• Measures of Market Penetration
• Measures of Success
• Measures of Impact
• Measures of Cost Effectiveness
• System Design for Usability
39
Slide 40
DEVELOPING NEW RESOURCES
Success ≠ Resource Allocation
Success = Resource Attraction
•
•
•
•
•
•
•
•
Fundraising
Research Grants
Technology Transfer
Lease of Space
Sale of Products
Sale of Services
Recoverables/Fees
Co-Investment
40
Slide 41
PROMOTING COOPERATION
• Library Systems
• Researcher Collaboration
• Local and Regional Cooperation • Publisher Collaboration
• State Projects
• Multi-State Projects
• Collaboration with Technology
Organizations
• National Consortia/Projects
• Corporate Partnerships
• International Partnerships
• Business Partnerships
41
Slide 42
SUCCESSFUL PARTNERSHIPS
THE COLLABORATION ADVANTAGE
•
•
•
•
•
•
•
•
Individual Excellence
Importance
Interdependence
Investment
Information Sharing
Integration
Institutionalization
Integrity
42
Slide 43
AXIS OF EVIL
Menacing Regimes That Sponsor Terror
or
Right-Wing Political Strategy to Demonize Critics
• The library is threatened by an axis of evil public
policy initiatives that undermine our ability to
serve the learning and scholarly communities.
43
Slide 44
ESTABLISHING STANDARDS
• Role of Standards
• Standards Community
• Standards Leadership
• Incubation Strategies
• Development and Deployment Strategies
• Standards Maintenance/Certification
• Standards-Lite Needs
44
Slide 45
ASSESSING CAREFULLY ROLE OF
SEARCH ENGINE LIBRARIES
• Google Print/Google Library
• Yahoo Open Content Alliance
• Library Participation
• Library Impact/Anxiety
• Copyright Challenge
• Future Initiatives
45
Slide 46
SUPPORTING GLOBALIZATION
GOALS OF UNIVERSITY
•
International Collections
•
International Students/Researchers
•
Faculty Research Collaboration
•
Challenges Of Language
•
Challenges Of Standards
•
Challenges Of Law
•
Challenges Of Culture
46
Slide 47
DEVELOPING THE WORKFORCE
• Recruitment Strategies
• Role of Professional Education
• Employment Strategies
• Development Strategies
• Retention Strategies
• Feral Professionals/Socialization Issues
47
Slide 48
FERAL PROFESSIONALS
IN THE ACADEMIC LIBRARY
• Librarians With Diverse Academic Credentials
• Wide Range of New Professional Assignments
• Professional Roles of Support Staff and Students
• Impact on Values, Outlooks, Styles, Expectations
• Impact on Community Understanding, Recognition, Respect
• Impact on Organizational Relevance and Impact
48
Slide 49
PRESERVING AND ARCHIVING THE CONTENT
•
•
•
•
Archive as Repository
Archive as Persistence
Archive as Curation
Archive as Steward
•
HOLD
ACCESS
SECURE
CARE
Analog
• Digital Conversion
• Born Digital
• Disaster Preparedness
49
Slide 50
ESTABLISHING A RESEARCH AND DEVELOPMENT AGENDA
• Creation of New Knowledge
• Laboratory for Experimentation
• Magnet for New Skills
• Potential for Capitalization/Tech Transfer
• Support for Decision Making
• Organizational Risk Taking
• Federal, Foundation and Corporate Investment
50
Slide 51
ADVOCATING THE INFORMATION POLICY AGENDA
• Intellectual Freedom
• Internet Development
• Privacy
• Telecommunications
• Civil Liberties
• Government Information
• Education Programs
• Appropriations
• Research Programs
• Workforce Policy
51
Slide 52
FIGHTING THE COPYRIGHT WARS
• International Agreements
• New Laws and Legislation
• Court Cases
• Trade Agreements
• Licensing
• Use Guidelines
• Digital Rights Management
• Ownership of Copyright
52
Slide 53
POLITICAL ADVOCACY
THE HIGHER EDUCATION ROLE
• Knowledgeable Resources for the Community
• Political and Legislative Advocates for
Community Interests
• Educators of Community on Priority Issues
• Documenters of Impact of Legislative Actions
• Promoters of Campus and Community
Coalitions
• Enablers of Successful Models Which Support
Political Agenda
53
Slide 54
BUILDING NEW ORGANIZATIONAL MODELS
•
Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
•
Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
54
Slide 55
WHAT IS ORGANIZATION?
• Individuals and groups carrying out roles and working
together to achieve shared objectives within a formal
social and political structure and with established
policies and processes…
–
–
–
–
–
goals and priorities are established
decisions are made
resources are allocated
power is wielded
plans are accomplished
55
Slide 56
ORGANIZATIONAL STRUCTURES
“The Current Lie”
Determine the degree to which:
– administrative responsibility and authority are distributed
and shared
– operations and procedures are integrated and flexible
– policies and norms are designed and enforced
– fluidity and vitality contribute to productivity and success
56
Slide 57
SCHIZOPHRENIC ORGANIZATIONAL MODELS
IN HIGHER EDUCATION
•
Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
•
Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
57
Slide 58
RANGE OF
ORGANIZATIONAL CHARACTERISTICS
• Centralization and Decentralization
• Hierarchy and Distribution
• Bureaucracy and Adhocracy
• Simplicity and Complexity
• Formality and Informality
• Administration and Entrepreneurship
• Authority and Collaboration
58
Slide 59
DIFFERENCES IN ORGANIZATION
PROCESS AND CHARACTER
•
Cultural Traditions
•
Leadership and Power
•
Strategy and Planning
•
Communication and Collaboration
•
Budgeting and Resource Allocation
•
Assessment
59
Slide 60
PLANNING AND TRANSFORMATION
• Too much planning and too little strategic thinking.
• Existing structures and processes built for slower pace of
change.
• Academic program planning not linked to institutional
strategic planning.
• Resource allocations not linked to strategies.
• Planning cycles expenditure-based rather than strategic.
60
Slide 61
THE PROSPECTS FOR CHANGE IN LIBRARIES
• Entrepreneurship
• Defensive Diversification
• Receivership
• Doing Less with Less
• Expense Reductions
• Doing More with Less
• Structural Change
• Repositioning
61
Slide 62
THE ACADEMIC RESEARCH LIBRARY
AREAS OF STRATEGIC FOCUS
•
Distributed Electronic Access to Content, Tools and Services
•
High Quality Physical Spaces
•
High Quality Electronic Spaces
•
Special and Distinctive Collections
•
Archiving of Digital and Analog Content
•
Global Collections
62
Slide 63
THE ACADEMIC RESEARCH LIBRARY
AREAS OF STRATEGIC FOCUS
•
Innovative Applications of Technology in Support of
Learning and Research
•
High Quality Technology Infrastructure
•
Staff Development and Professional Engagement
•
Leadership in Information Policy
•
Integration into the Academic Fabric of the University
•
New Knowledge Driven by Research and Development
63
Slide 64
HOW DO WE FEEL?
• Anxious - an abnormal and overwhelming sense of apprehension and fear
“Our age of anxiety is, in great part, the result of trying to do today’s jobs
with yesterday’s tools.”
Marshall McCluhan
• Disrupted - interruption of normal course or unity, thrown into disorder
“One of the litmus tests is that a disruptive technology enables a
larger population of less skilled people to do things that
historically only an expert could.”
Clayton Christensen
The Innovator’s Dilemma
• Chaotic
- state of utter confusion, unpredictability in the behavior of complex systems
“Chaos often breeds life, when order breeds habit.”
Education of Henry Adams
64
Slide 65
FUTURE LIBRARIAN
•
Clear Sense of Mission
•
Self Vision
•
Base of Knowledge
•
Strategic Positioning
•
Continuous Improvement
65
GLOBAL WARMING
INTELLIGENT DESIGN
THE AXIS OF EVIL
AND THE
FUTURE RELEVANCE AND IMPACT
OF THE
ACADEMIC RESEARCH LIBRARY
James G. Neal
Columbia University
Digital Library Seminar Series
15 December 2006
Slide 2
THE SHIFTING VALUES OF THE LIBRARY
•
•
•
•
•
•
Customization
Openness
Self Service
Mutability
Productivity
Usability
2
Slide 3
THE SHIFTING VALUES OF THE LIBRARY
•
•
•
•
•
•
Assessment
Marketing
Strategic Action
Business Plan
Competition
Resource Development
3
Slide 4
CORE LIBRARY SERVICES TO USERS
• Information Acquisition
• Information Synthesis
• Information Navigation
• Information Dissemination
• Information Interpretation
• Information Understanding
• Information Archiving
4
Slide 5
CHANGING LIBRARY ROLES
• Libraries as Consumers
• Libraries as Intermediaries and Aggregators
• Libraries as Publishers
• Libraries as Educators
• Libraries as R&D Organizations
• Libraries as Entrepreneurs
• Libraries as Policy Advocates
5
Slide 6
CURRENT SCHIZOPHRENIC
CONDITIONS
•
•
•
•
•
•
•
•
•
Physical versus Virtual
Print versus Electronic
Ownership versus Lease
Educate versus Deliver
Stable versus Dynamic
Content versus Functionality
General versus Specialized
Monopoly versus Vulnerability
Binary versus Ambiguity
6
Slide 7
THE SHIFTING VISION OF THE LIBRARY
•
•
•
•
•
Legacy
Infrastructure
Repository
Portal
Enterprise
7
Slide 8
GLOBAL WARMING
Impact of Human Activity
or
Natural Climate Variation
• The library is experiencing broad climatic
changes that will threaten the professional
species and upset the order of roles and
responsibilities.
8
Slide 9
ADVANCING THE OPEN REVOLUTION
• Open Source
• Open Linking
• Open Standards
• Open Courseware
• Open Archives
• Open Knowledge
• Open Design
• Open Access
9
Slide 10
LESSIG
Constraints On Open Access
To Information
Market
Technology
INFORMATION
Law
Norms
10
Slide 11
TRANSFORMING SCHOLARLY COMMUNICATION
• The Urge to Publish
• Crisis in Scholarly Publishing
• Roots of Dysfunction
• Electronic Strategies
• New Economics/Competition
• Quality Assurance
• Permanent Archiving
11
Slide 12
ACADEMIC LIBRARIES
CORE INTERESTS
• Competitive Market
• Easy Distribution and Reuse
• Innovation Applications of Technology
• Quality Assurance
• Permanent Archiving
12
Slide 13
DISCUSSIONS WITH COLUMBIA FACULTY
• Scholarly Publishing Issues Now Being Discussed in
Disciplines
• Concern About Future of Scholarly Monograph
• Role of Subventions and Subsidies for Publication
• Market Impact on Research Topics and Treatments
• Migration or Coexistence of Print and Electronic
• Importance of Electronic Access to Historical Literature
• Role of Google/Search Engines
13
Slide 14
DISCUSSIONS WITH COLUMBIA FACULTY
• Critical Importance of Linking/Browsability
• Role of Pre-Print and Disciplinary Repositories
• Role of Conference Proceedings/Grey Literature
• Concern About Open Access Models
• Fundamental Importance of Peer Review/Impact
Assessment
• Concern About Long-Term Archiving
• Faculty Retention of Copyright
14
Slide 15
HAVE WE MADE A DIFFERENCE?
• Have publication prices gone down? Why?
• Are research results circulating more quickly? How?
• Are institutions or individuals asserting some control over
their intellectual property?
• Has academic publisher consolidation been reduced?
• Have SPARC publishing partnerships been more
additive than competitive?
• Are researchers/academic administrators talking more
about scholarly publishing issues?
15
Slide 16
HAVE WE MADE A DIFFERENCE?
• Is open access truly an alternative to publisher-based
scholarly publishing?
• In the absence of a coordinated plan for archiving of digital
publications, will open access models survive?
• Can peer-review and open access models come together?
• Are editorial boards willing and able to break away from
commercial publishers?
• Will scholarly communication be embraced as an important
public policy issue?
• Will fair use survive the legislative battles?
16
Slide 17
BUILDING THE DIGITAL LIBRARY
QUALITY = CONTENT + FUNCTIONALITY
• Published/Licensed Content
• Primary Content
• Open Web Content
• Institutional Content
• Multimedia Content
• Integrated Services
• Software Tools
17
Slide 18
ADVANCING THE DIGITAL LIBRARY
• Leveraging the Content
• Reshaping the Organizational Culture
• Building the Infrastructure
• Setting the Direction
• Then Just Doing It
18
Slide 19
ADVANCING THE REPOSITORY MOVEMENT
•
Discipline Repositories
•
Institutional Repositories
•
Consortium Repositories
•
Departmental/School Repositories
•
Individual Repositories
•
National Repositories
•
Referatories/Virtual Repositories
19
Slide 20
SUPPORTING THE COURSE MANAGEMENT SYSTEM
• Content Creation
• Storage and Management
• Search and Query Techniques
• Distribution and Access
• Rights Management
20
Slide 21
PARTICIPATING IN THE ENTREPRENEURIAL ACADEMY
• Leveraging Assets
• New Customers/Markets
• Financial Mandate
• Competitive Mandate
• Prestige Mandate
• Development and Risk Capital
• Business Planning
• Cultural Firewalls
21
Slide 22
ENTREPRENEURIAL INITIATIVES
OBJECTIVES
• Leverage library and information services assets to produce new
income in support of local needs.
• Build upon experience producing new income through strategies
like publishing program, software development, network
services and duplication services.
• Learn through entrepreneurial and innovative activities and apply
these lessons to library and information services.
• Secure expanded visibility in the national library and information
technology communities and at local level.
22
Slide 23
MARKETING THE LIBRARY
• Match Capabilities of an Organization with Needs
and Wants of Communities Served
• Existing Products to Existing Markets
MARKET PENETRATION
• Existing Products to New Markets
MARKET EXTENSION
• New Products for Existing Markets
PRODUCT DEVELOPMENT
• New Products for New Markets
DIVERSIFICATION
23
Slide 24
RESPONDING TO USER EXPECTATIONS
•
Content
•
Access
•
Convenience
•
New Capabilities
•
Cost Reduction
•
Individual Productivity
•
Organizational Productivity
•
Individual Control
24
Slide 25
INTELLIGENT DESIGN
Evolution by Natural Selection
or
Supernatural Intervention in the Origin of Life
• The library is confronted by new theologies of values and
meaning that seek to explain our roots and to
redefine our futures.
25
Slide 26
BUILDING THE NETWORK
•
Connectivity
•
Reliability
•
Capacity
•
Performance
•
Security
•
New Applications
26
Slide 27
PARTICIPATING IN ENTERPRISE SYSTEM DEVELOPMENT
•
Business Reengineering
•
Productivity Mandate
•
Integration
•
Distribution
•
Customization
•
Open Source
27
Slide 28
MANAGING IDENTITY AND SECURITY
• Intensity Of Threat
• Network Efficiency
• System Operations
• Data Integrity And Protection
• Identity Theft
28
Slide 29
ORGANIZING DISASTER PREPARATION AND CONTINUITY
•
Business Continuity
•
Business Recovery
•
Redundancy
•
Policy And Process
•
Responsibility
•
Records Management
29
Slide 30
MINING THE FULL POTENTIAL OF DIGITAL INFORMATION
• Accessibility
• Interdisciplinary
• Availability
• Collaboration
• Immediacy
• Multimedia
• Searchability
• Currency
• Researchability
• Dynamism/Fluidity
• Linkability
• Interactive
• Procedural
• Spatial
• Encyclopedic
30
Slide 31
BUILDING CONTENT MANAGEMENT PORTALS
• Content Types
• Content Delivery
• Metadata
• Content Workflow
• Extensibility
• Portal As Integrator
• Portal As Real-time Process
31
Slide 32
ENHANCING THE FACULTY EXPERIENCE
•
Personal Advancement/Recognition
•
Contributions to Scholarly Literature
•
High Quality Instructional Experiences
•
Successful Students
•
Work on Innovative Projects
•
Collaboration with Interesting Colleagues
•
Financial Compensation
•
Remuneration for Own Work
•
Excellent Laboratory, Library and Technology Support
•
Opportunities to Experiment with Technology
32
Slide 33
THE LIBRARIAN IN THE ACADEMY
FACULTY RELATIONS
•
•
•
•
•
•
•
Servant
Stranger
Parallel
Friend
Partner
Customer
Team
33
Slide 34
SUPPORTING THE NEEDS OF BIG SCIENCE
• Massive Data
• Unstructured Data
• Extraction
• Visualization
• Simulation
34
Slide 35
ENRICHING RESEARCH THROUGH
TEXT MINING
• Extract Words Or Phrases
• Establish Meanings And Patterns
• Linking Of Objects
• Open Text Mining Interface
• Publisher Business Model
35
Slide 36
ENHANCING THE STUDENT EXPERIENCE
•
Technology Ubiquity
•
Web-based Services
•
Technology Sandbox
•
Privacy Space
•
Support Services
•
Information Fluency
•
Post-graduate Access
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Slide 37
ENABLING/INTEGRATING WEB 2.0 AND 3.0
• Social Networking
• Collective Intelligence
• RSS – Incremental Web
• Software As Service/Not Product
• Artificial Intelligence/Expert Systems
37
Slide 38
RETHINKING LIBRARY SPACE PLANNING AND IDENTITY
• Trompe L’oeil Library
• Library Use Trends
• Technology as Catalyst
• Learning Space
• Social Space
• Collaborative Space
• Flexibility And Adaptability
38
Slide 39
PREPARING FOR ACCOUNTABILITY AND ASSESSMENT
• Institutional Expectations
• Government/Funder Mandate
• Measures of User Satisfaction
• Measures of Market Penetration
• Measures of Success
• Measures of Impact
• Measures of Cost Effectiveness
• System Design for Usability
39
Slide 40
DEVELOPING NEW RESOURCES
Success ≠ Resource Allocation
Success = Resource Attraction
•
•
•
•
•
•
•
•
Fundraising
Research Grants
Technology Transfer
Lease of Space
Sale of Products
Sale of Services
Recoverables/Fees
Co-Investment
40
Slide 41
PROMOTING COOPERATION
• Library Systems
• Researcher Collaboration
• Local and Regional Cooperation • Publisher Collaboration
• State Projects
• Multi-State Projects
• Collaboration with Technology
Organizations
• National Consortia/Projects
• Corporate Partnerships
• International Partnerships
• Business Partnerships
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Slide 42
SUCCESSFUL PARTNERSHIPS
THE COLLABORATION ADVANTAGE
•
•
•
•
•
•
•
•
Individual Excellence
Importance
Interdependence
Investment
Information Sharing
Integration
Institutionalization
Integrity
42
Slide 43
AXIS OF EVIL
Menacing Regimes That Sponsor Terror
or
Right-Wing Political Strategy to Demonize Critics
• The library is threatened by an axis of evil public
policy initiatives that undermine our ability to
serve the learning and scholarly communities.
43
Slide 44
ESTABLISHING STANDARDS
• Role of Standards
• Standards Community
• Standards Leadership
• Incubation Strategies
• Development and Deployment Strategies
• Standards Maintenance/Certification
• Standards-Lite Needs
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Slide 45
ASSESSING CAREFULLY ROLE OF
SEARCH ENGINE LIBRARIES
• Google Print/Google Library
• Yahoo Open Content Alliance
• Library Participation
• Library Impact/Anxiety
• Copyright Challenge
• Future Initiatives
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Slide 46
SUPPORTING GLOBALIZATION
GOALS OF UNIVERSITY
•
International Collections
•
International Students/Researchers
•
Faculty Research Collaboration
•
Challenges Of Language
•
Challenges Of Standards
•
Challenges Of Law
•
Challenges Of Culture
46
Slide 47
DEVELOPING THE WORKFORCE
• Recruitment Strategies
• Role of Professional Education
• Employment Strategies
• Development Strategies
• Retention Strategies
• Feral Professionals/Socialization Issues
47
Slide 48
FERAL PROFESSIONALS
IN THE ACADEMIC LIBRARY
• Librarians With Diverse Academic Credentials
• Wide Range of New Professional Assignments
• Professional Roles of Support Staff and Students
• Impact on Values, Outlooks, Styles, Expectations
• Impact on Community Understanding, Recognition, Respect
• Impact on Organizational Relevance and Impact
48
Slide 49
PRESERVING AND ARCHIVING THE CONTENT
•
•
•
•
Archive as Repository
Archive as Persistence
Archive as Curation
Archive as Steward
•
HOLD
ACCESS
SECURE
CARE
Analog
• Digital Conversion
• Born Digital
• Disaster Preparedness
49
Slide 50
ESTABLISHING A RESEARCH AND DEVELOPMENT AGENDA
• Creation of New Knowledge
• Laboratory for Experimentation
• Magnet for New Skills
• Potential for Capitalization/Tech Transfer
• Support for Decision Making
• Organizational Risk Taking
• Federal, Foundation and Corporate Investment
50
Slide 51
ADVOCATING THE INFORMATION POLICY AGENDA
• Intellectual Freedom
• Internet Development
• Privacy
• Telecommunications
• Civil Liberties
• Government Information
• Education Programs
• Appropriations
• Research Programs
• Workforce Policy
51
Slide 52
FIGHTING THE COPYRIGHT WARS
• International Agreements
• New Laws and Legislation
• Court Cases
• Trade Agreements
• Licensing
• Use Guidelines
• Digital Rights Management
• Ownership of Copyright
52
Slide 53
POLITICAL ADVOCACY
THE HIGHER EDUCATION ROLE
• Knowledgeable Resources for the Community
• Political and Legislative Advocates for
Community Interests
• Educators of Community on Priority Issues
• Documenters of Impact of Legislative Actions
• Promoters of Campus and Community
Coalitions
• Enablers of Successful Models Which Support
Political Agenda
53
Slide 54
BUILDING NEW ORGANIZATIONAL MODELS
•
Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
•
Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
54
Slide 55
WHAT IS ORGANIZATION?
• Individuals and groups carrying out roles and working
together to achieve shared objectives within a formal
social and political structure and with established
policies and processes…
–
–
–
–
–
goals and priorities are established
decisions are made
resources are allocated
power is wielded
plans are accomplished
55
Slide 56
ORGANIZATIONAL STRUCTURES
“The Current Lie”
Determine the degree to which:
– administrative responsibility and authority are distributed
and shared
– operations and procedures are integrated and flexible
– policies and norms are designed and enforced
– fluidity and vitality contribute to productivity and success
56
Slide 57
SCHIZOPHRENIC ORGANIZATIONAL MODELS
IN HIGHER EDUCATION
•
Conventional Administrative Hierarchy
and
Academic Governancy/Bureaucracy
•
Centralized Planning and Resource Allocation Systems
and
Loosely Coupled Academic Structures
and
Maverick Units and Entrepreneurial Enterprises
57
Slide 58
RANGE OF
ORGANIZATIONAL CHARACTERISTICS
• Centralization and Decentralization
• Hierarchy and Distribution
• Bureaucracy and Adhocracy
• Simplicity and Complexity
• Formality and Informality
• Administration and Entrepreneurship
• Authority and Collaboration
58
Slide 59
DIFFERENCES IN ORGANIZATION
PROCESS AND CHARACTER
•
Cultural Traditions
•
Leadership and Power
•
Strategy and Planning
•
Communication and Collaboration
•
Budgeting and Resource Allocation
•
Assessment
59
Slide 60
PLANNING AND TRANSFORMATION
• Too much planning and too little strategic thinking.
• Existing structures and processes built for slower pace of
change.
• Academic program planning not linked to institutional
strategic planning.
• Resource allocations not linked to strategies.
• Planning cycles expenditure-based rather than strategic.
60
Slide 61
THE PROSPECTS FOR CHANGE IN LIBRARIES
• Entrepreneurship
• Defensive Diversification
• Receivership
• Doing Less with Less
• Expense Reductions
• Doing More with Less
• Structural Change
• Repositioning
61
Slide 62
THE ACADEMIC RESEARCH LIBRARY
AREAS OF STRATEGIC FOCUS
•
Distributed Electronic Access to Content, Tools and Services
•
High Quality Physical Spaces
•
High Quality Electronic Spaces
•
Special and Distinctive Collections
•
Archiving of Digital and Analog Content
•
Global Collections
62
Slide 63
THE ACADEMIC RESEARCH LIBRARY
AREAS OF STRATEGIC FOCUS
•
Innovative Applications of Technology in Support of
Learning and Research
•
High Quality Technology Infrastructure
•
Staff Development and Professional Engagement
•
Leadership in Information Policy
•
Integration into the Academic Fabric of the University
•
New Knowledge Driven by Research and Development
63
Slide 64
HOW DO WE FEEL?
• Anxious - an abnormal and overwhelming sense of apprehension and fear
“Our age of anxiety is, in great part, the result of trying to do today’s jobs
with yesterday’s tools.”
Marshall McCluhan
• Disrupted - interruption of normal course or unity, thrown into disorder
“One of the litmus tests is that a disruptive technology enables a
larger population of less skilled people to do things that
historically only an expert could.”
Clayton Christensen
The Innovator’s Dilemma
• Chaotic
- state of utter confusion, unpredictability in the behavior of complex systems
“Chaos often breeds life, when order breeds habit.”
Education of Henry Adams
64
Slide 65
FUTURE LIBRARIAN
•
Clear Sense of Mission
•
Self Vision
•
Base of Knowledge
•
Strategic Positioning
•
Continuous Improvement
65