Libraries Stop Doing to Start Transforming
This document discusses how libraries are reallocating resources by stopping some services and starting new initiatives. It provides examples of services libraries have stopped, such as daily service desk shifts and solo programming. It also lists new services libraries have started, including librarians working on faculty teams or in corporate roles. The document advocates using a strategic portfolio approach to determine which services to maintain, divest, or phase out based on factors like client value, organizational capability, and strategic fit. It emphasizes the importance of knowing an library's mission in order to prioritize projects and programs through a rigorous process of estimating return on investment and considering dependencies, timelines, and staff capacity.
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Libraries Stop Doing to Start Transforming
- 1. What libraries stop doing: Stopping to start REBECCA JONES REBECCA@DYSARTJONES.COM
- 2. Why we stop What others – and you – have stopped How to stop
- 3. What have you stopped doing?
- 4. Why?
- 5. We never just stop We begin something else We reallocate our most precious, special, expensive resource
- 6. That starting has included Librarians as: team members in faculties, in corporate due diligence teams, in community initiatives Library technicians or assistants engaged in: Service and process assessments and statistics Leading programs
- 7. Librarians no longer: Working daily service point shifts Delivering all programs Selecting, approving or checking all items purchased What?
- 8. Technicians & assistants no longer: Processing purchased items Ordering Manually checking out What?
- 9. Evidence & Ensuring People Have the Skills & Confidence to Grow & Go Anywhere How?
- 10. ” “ NPR: What? From Library to RAD
- 12. ” “ Divest Dewey C3 @ Markham Public Library since 2009
- 13. ” “ Transform catalogs to guides
- 17. ” “ Phase out programs to Fuse In other events Nina Simon’s C3: creative connected community Book clubs Maker and Repair Labs
- 19. Maximize value of services in terms of the organization’s objectives Balance services offerings Ensure you don’t have more offerings than you can manage/support Align services with strategy Portfolio management
- 20. Client Interest Organizational Capability CRITICALDOUBLE OR QUIT DIVEST or PHASE OUT MAINTAIN, NO GROWTH Strategic Fit
- 21. Dip diplomatically Take what works in your culture Cooper’s advice “proceed in a cautious, well-planned manner” Acknowledge a service life cycle
- 23. Why is this so difficult?
- 25. “Ruthless prioritization means falling in love with the mission, not the service, not the project.” MANIFESTO OF RUTHLESS PRIORITIZATION
- 26. To love your mission, you must know your mission YOUR LIBRARY EXISTS TO SOLVE A PROBLEM
- 27. Rigorous or Ruthless IS ALL ABOUT OUR MINDSET AND PROCESS
- 28. Determine priorities Estimate return on investment in terms of your missions for each project 1 Apply three constraints: dependencies, timelines, and team composition 2 Put the puzzle together— sequence projects based ROI + constraints 3
- 29. ROI What value for customers is being created? How much time will this take? 1. Estimate return on investment in terms of your missions for each project or program
- 30. Constraints What needs to happen 1st to allow the project to progress? What’s going to hinder the schedule? What competencies & capacity? 2. Apply three constraints: dependencies, timelines, and team composition
- 31. 3. Put the puzzle together— sequence projects based ROI + constraints
- 33. Why we stop What others – and you – have stopped How to stop