DEVELOPING NEW SERVICES IN

LIBRARY ORGANIZATIONS

A Guest Lecture prepared for Management Theory and Practice for Information Professionals

May 2012

UCLA GSEIS Karen Calhoun, AUL,

University of Pittsburgh

Some of the UCLA GSEIS Senior Fellows, Class of 2007

OUTLINE

1. New degree, new job: what are you getting yourself into?

2. The role of new product/service development

3. Initiating and running a new product development project

4. New product development teams

5. The politics of projects

6. From surviving to thriving: Failure, resilience and commitment

2

From here To someplace like here

UCLA GSEIS CORNELL UNIVERSITY LIBRARY

BY THE END OF SECTIONS 1-2, PLEASE

MAKE THREE NOTES:

1 main idea from this

section

1 point to ponder

1 insight I can apply

right now

3

WHAT ARE YOU GETTING INTO?

“If you work in an academic library and are under 35, you probably don't have a lot in common with your older counterparts.” --Stanley Wilder

More likely to work in areas beyond the confines of traditional librarianship, often in information technology.

Less likely to hold a degree in LIS (but plenty still do).

More diverse in ethnic and racial terms.

Nonsupervisory jobs likely to earn less; but high-tech jobs earn much more.

Large proportion of new hires work at jobs that didn’t exist for older colleagues

4 Wilder, Stanley. 2007. The new library professional. Chronicle of Higher Education Vol. 53, Iss. 25, p. C1.

LIBRARY TRADITIONAL SERVICE MODEL

Books

Journals

Newspapers

Gov docs

Maps

Scores

AV

Dissertations

Special

collections

Manuscripts

Papers

Univ records

Journal

articles

Conference

proceedings

Etc.

Library catalogs

Archives

Abstracting &

Indexing services

Public Services

Tech Services

Systems (IT)

Administration

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Geocentric/

Aristotelian view:

The library and its

collections are the

sun

Heliocentric/

Copernican view:

the user is the sun;

the library is a

planet

Image: Original by Niko Lang. CC-BY-SA 2.5 http://en.wikipedia.org/wiki/File:Geoz_wb_en.svg

Five Most Desired Items Overall

Making electronic resources accessible from my home or office

Easy-to-use access tools that allow me to find things on my own

A library Web site enabling me to locate information on my own

Making information easily accessible for independent use

Print and/or electronic journal collections I require for my work

•The ‘wild user’ wants to use the library’s collections:

•At a distance from the library

•Independently and self-sufficiently

•This is an international phenomenon Martha Kyrillidou and Ann-Christin Persson. 2005. The New Library User in Sweden:

a LibQUAL+™ study at Lund University. Conference presentation. Available:

http://www.libqual.org/documents/admin/sweden_finalpaper3.doc

A NEW KIND OF LIBRARY

Build a vision of a new kind of library

Be more involved with research and learning materials and systems

Reach out to local communities in new ways

Make collections and services more visible locally and on the Web

Move to next generation systems and services

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An online social network

BUT …

The library ‘brand’ is books

And

Lots of people today are willing to say “I don’t

need libraries”

And

The library share of ‘eyeballs’ on the Web is

comparatively small—even for the largest sites

9

Source: compete.com, 4 May 2012

6,843,743

2,037,619

1,650,606

1,065,032

918,053

734,785

396,402

336,437

333,044

303,402

115,761

101,151

82,783

54,353

24,443

21,749

21,635

books.google.com

scholar.google.com

loc.gov

sciencedirect.com

ucla.org

worldcat.org

openlibrary.org

memory.loc.gov

thomas.loc.gov

librarything.com

cdlib.org

arxiv.org

repec.org

catalog.loc.gov

oac.cdlib.org

escholarship.org

library.ucla.edu

Unique visitors/month in US - Feb 2012

Unique visitors/month

SEE HANDOUT

THE ROLE OF PRODUCT AND SERVICE

INNOVATION

All organizations rely on new products and services to maintain viability in the communities they serve

A significant percentage of use /sales comes from newly introduced products and services

Some high tech organizations expect a 100% turnover in their portfolio of products every five years

Libraries are not different in this regard

11 Adapted from Cooper, Robert. Winning at new products. Data from a study published by the Conference Board.

NEW PRODUCT / SERVICE FORECAST

8%

25%

67%

0% 10% 20% 30% 40% 50% 60% 70%

Lower than now

About the same

Higher than now

Dependence on New Products

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From Cooper. Winning at new products.

LIBRARIES NEED INNOVATORS

“Organizations must be retooled, new skills must be learned or brought into the organization to ensure our viability.”

--Stephen Abram. Are libraries innovative

enough? Presentation at OLA Superconference, Feb. 3, 2006.

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A FEW OF THE BARRIERS TO RAPID PRODUCT /

SERVICE INNOVATION

Unclear strategic objectives or vision

Organizational silos / lack of cooperation between departments

Lack of skilled project management; too many projects

Failure to address community needs

Frequent changes in requirements

Not enough time to do the work

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Adapted from Hilmmelfarb, Philip A. Survival of the fittest.

WINNERS AND LOSERS New products / services fail because

1. Intended users don’t need it Inadequate understanding of community needs and

preferences 2. The product / service doesn’t work

Problems or defects 3. Intended users don’t understand it

Ineffective communications (marketing) 4. Intended users resist

Perceived risks (convenience, performance) Product incompatible with user values or work

practices Bad timing

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Adapted from Crawford, C. Merle. New Products Management

END OF PARTS 1 AND 2—OVER TO YOU

1 main idea from this

section

1 point to ponder

1 insight I can apply

right now

16

3. INITIATING AND RUNNING A NEW

PRODUCT DEVELOPMENT PROJECT

A lightening introduction to project management

WHEN WE FINISH THIS SECTION YOU MIGHT

KNOW HOW TO:

Initiate a project

Identify key stakeholders

Identify project components

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Project manager

YOU WON’T KNOW HOW TO …

Use “work packages”

Estimate how long each work package will take to complete

Allocate people to tasks

Account for dependencies

Logically sequence work packages

Create a schedule for a project

Estimate (and negotiate) the project completion date

Use project management software

E.g., Microsoft Project

Communicate effectively with stakeholders

Negotiate a contract

Manage risk

Execute and control and project

Lead organizational change

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Seriously interested in professional certification as a project manager? Visit http://www.pmi.org/Certification.aspx

CASE STUDY: RELOCATE THE WHIRLIGIG COLLECTION

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Image: John Tenniel, from Alice in Wonderland. Public domain. http://upload.wikimedia.org/wikipedia/commons/ b/ba/Alice_par_John_Tenniel_30.png

Image: Cover of 1915 edition. Public domain. http://en.wikipedia.org/wiki/ File:Peter_Pan_1915_cover.jpg

PROJECT INITIATION

Authorize expenditure of resources

Assign project manager

Establish roles and responsibilities of project manager and

other key participants

Identify high-level goals/objectives

Notify people/organizations affected by project

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ROLE OF THE PROJECT MANAGER

Plan, organize, execute, control, close the project

Identify/communicate with stakeholders

Manage expectations

Build/maintain project team performance

Continuously balance the “triple constraint”

Anticipate and track risk

Communicate and manage relationships

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NOW LET US BE PERFECTLY CLEAR… WHAT YOU

(IDEALLY) KNOW GOING INTO THE PROJECT

Project name

Project sponsor(s)

Project manager

Statement of purpose—reason for the project

Specific high level project deliverables

Authorized project resources (i.e., people, budget)

Basic project timeline

Schedule and budget constraints

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GROUP WORK & CLASS DISCUSSION:

INITIATING THE WHIRLIGIG MOVE

Do you have the information that you, as the move leader, need to get started?

1. Who is the project manager?

2. Who is the project “sponsor”? (see handout—glossary)

3. Who is on the project team?

4. What is the scope of the project manager’s authority?

5. What is the purpose of the project?

6. Who are the key stakeholders? (see handout—glossary)

7. When the project is done, what will be different? (What are the “deliverables”?)

8. What is the budget for the project? What is the source of funds?

9. What human resources are available for the project?

10. What is the basic project timeline?

11. Are there any special constraints on the project?

HANDOUT: GLOSSARY

Project

Project sponsor

Champion

Stakeholder

Deliverable

Requirement

Triple constraint

Work breakdown structure

Work package

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THE TRIPLE CONSTRAINT

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Schedule (Time)

Resources (aka Cost

or Budget)

Project

Scope/Requirements

(aka Specifications)

GOALS, OBJECTIVES, TASKS, REQUIREMENTS

AND DELIVERABLES

Goal: “Enhance family relationships”

Objective: “Hold a family reunion in 2004”

Project “component”: “Pick date and location”

Requirements for date and location: Pick date/location convenient to large number of family members

Must not be a school day

Wheelchair accessible

Deliverable: the date and location

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GETTING STARTED: IDENTIFYING PROJECT

COMPONENTS (MAJOR TASKS)

Each person get Post-It note pad

Write down 2 to 5 major components of a Family Reunion

Project—one major component per Post-It note

Articulate with a verb and an object -- for example:

Pick a date and a location

Serve food and beverages

Invite people

No discussion for now!

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2 minute exercise

EXAMPLES OF MAJOR PROJECT

TASKS/COMPONENTS—FOR A FAMILY REUNION

Hold a Family Reunion

Pick date and location Send invitations Serve food

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Goal: Enhance family relationships Objective: Hold a family reunion

NEXT STEP: IDENTIFYING PROJECT SUB-

COMPONENTS

Family Reunion

Pick date and location Send invitations Serve food

Plan menu Shop for groceries Cook food

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Example of subcomponents for “serve food” component

A TYPICAL “WORK BREAKDOWN STRUCTURE”

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Select date and location Send invitations

Evaluate cook books Review ideas with cooks Identify any dietary restrictions Finalize & communicate menu

Plan menu Shop for groceries Cook food

Serve food

Family Reunion

“Work

packages”

PROJECT CHANGES ARE INEVITABLE: BE

PREPARED!

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Schedule

Resources

(aka Cost or

Budget)

Requirements

(aka Specs)

Do you remember

what this triangle is

called?

IF:

•SCHEDULE is cut THEN

must either get more

RESOURCES or reduce

REQUIREMENTS (or both)

•REQUIREMENTS increase

THEN must either increase

SCHEDULE or get more

RESOURCES (or both)

•RESOURCES are cut THEN

must either increase

SCHEDULE or reduce

REQUIREMENTS (or both)

…

NEGOTIATION

Avoid and resist irrational assumptions

It is impossible to do the impossible

The earlier bad news is known the better

Avoid stressing yourself out, negotiate instead

Use your influence – and your champion’s!

Don’t lose your nerve. You can do it!

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END OF PART 3 – SPEAK TO ME!

34

THOUGHT ASSIGNMENT FOR BREAK:

WHAT MAKES A GOOD TEAM LEADER?

35

Write one idea on a Post-It and bring it back with you

BREAK: 15 MINUTES

36

4. LEADING AND PARTICIPATING IN NEW

PRODUCT DEVELOPMENT TEAMS

Leadership, influence, trust, and networking: and some tips for

coping when things aren’t going well

WHAT MAKES A GOOD TEAM LEADER?

Green thumb; small seeds, big trees

Driven; “miss a meal” pains

Leads from the middle

Velvet hammer

Tinker, tailor, try again

Manners matter

“Fly-eyed”

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From Crawford, New Products Management

ROLES IN NEW PRODUCT TEAMS

Product/project manager

Sponsor

Team member (formal or ad hoc)

Other participants:

Champion

Reviewers, managers, committees, …

Other stakeholders

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PERSONALITY TYPES TYPICALLY ON TEAMS

ALL ARE KNOWLEDGEABLE BUT SOME ARE:

Integrators Like relating to people from other

departments; want to be on the team

Receptors Respect others but don’t desire new

relationships; good contacts but not good team members

Isolates Specialists who want to work alone – also not

good team members

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CROSS-FUNCTIONAL PROJECT TEAMS

Speed new product development

More likely to produce successful products

Ideal size of core team: 6 to 12 people

Team member more than a department’s

“representative”

Collaboration, not just cooperation

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BEING EFFECTIVE WITH WHAT YOU HAVE

Be influential

Be trustworthy

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WHAT DO I MEAN BY “BE INFLUENTIAL”?

Focus on your “circle of influence” – those things you can do something about

Don’t stress too much about your “circle of concern” – those things you care about but can’t control

Be a networker

Be visible, credible, or both

Emphasize influencing decisions rather than giving orders or “being right”

Give problems their proper weight and context

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VISIBILITY AND CREDIBILITY: MEASURING POWER

AND INFLUENCE

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High Visibility/ High Credibility

Low Visibility/ High Credibility

High Visibility/ Low Credibility

Low Visibility/ Low Credibility

SEEN AND HEARD

HEARD BUT NOT SEEN

SEEN BUT NOT HEARD

NEITHER SEEN NOR HEARD

Reddy, W. Brendan and Williams, Gil. The visibility/credibility Inventory. 1988 Annual: Developing Human Resources

GROUP WORK ON VISIBILITY/CREDIBILITY

INVENTORY

Divide into groups

Spend 5 minutes discussing the matrix (and your own results if you wish to share them)

Spend 5 minutes considering the implications for leading and participating in new product development teams

Report out (2 minutes per group)

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5. THE POLITICS OF PROJECTS

Organizational influence strategies

WHAT IS POLITICS?

Actions and interactions with people that affect

the achievement of your goals

Using the power and influence of others to

mobilize people and resources to get things

done

“All the things that happen and you don’t know

why”—Anon.

47

BASIC ASSUMPTIONS

Politics are inevitable

Politics are necessary

Politics can’t be eliminated, but they can be

managed

Don’t assume politics is somebody else’s job

48

MAPPING THE STAKEHOLDER SYSTEM OF YOUR

PROJECT

Key to managing the politics of your project

So you focus your energy on influencing the right people

So you don’t forget anyone

So you can manage opposition and resistance

Prerequisite for “selling” your project from start to finish

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A STAKEHOLDER SYSTEM HAS “CLIENTS”

Sponsoring client —person in position to set strategic goals; person who ultimately decides; person best able to break ties

Power client —person who grants access to people and resources; person with whom deals are struck

Legitimizer —person who protects the status quo; subject matter expert; person who influences acceptance

Opinion leader —Person who is receptive to new ideas; recognized as “up and coming”

Career influencer —your boss or bosses

Champion – advocates vigorously for the project

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IDENTIFYING STAKEHOLDERS Who is paying? Who makes “buy” decisions? Who will use the results; who benefits? Who originates? Who defines “success”? Who is an expert? Who loses (credibility, something of value)? Who is open to the new idea? Who is good at stirring up excitement? Who evaluates against the status quo? Who is the first to see flaws or problems? Who will feel the impact? Who does the work? Who will maintain the outcome? Who knows the “big picture”—future direction?

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GROUP EXERCISE: STAKEHOLDER ANALYSIS FOR THE

WHIRLIGIG MOVE PROJECT—GRAB YOUR POST-ITS!

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POWER

CONCERN

INFLUENCE TACTICS

Reason – using facts and data

to develop a logical argument

Coalition – mobilize other

people

Friendliness – create good will

Assertiveness – a direct and

forceful approach

Negotiation – exchange of

benefits

Higher authority – gain the

support of higher ups to

mobilize others

Sanctions – use organizationally

derived rewards and

punishments

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Want to assess your style? See Kipnis, David, and Stuart M. Schmidt. 1982. Profiles of organizational influence strategies (POIS). [San Diego, Calif.]: University Associates.

MANY PROJECT MANAGERS …

Try reason and friendliness first

Use assertiveness and higher authority second

Underuse coalition and negotiation

All tactics are good, when used in the right

circumstances and for the right reasons

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END OF PART 5 – STILL ALIVE?

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Almost to the finish line

By: markwaitkus http://flickr.com/photos/waitkus/2421085988/

6. FROM SURVIVING TO THRIVING

Failure, resilience and commitment

“FALL DOWN SEVEN TIMES; STAND UP EIGHT”—

JAPANESE PROVERB

Innovation is essential

There are many challenges Libraries and library sites competing for attention from their

communities

No free rides—libraries must deal with open market forces like everybody else

Project leadership and team skills are important -- more and more work is done this way in libraries

Organizational politics can’t be eliminated but they can be managed

It is work worth doing, that you can take great pride in

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“THE LIBRARY IS A LIVING ORGANISM”—SR

RANGANATHAN

With your help, libraries will

carry forward, for the next

generations, the vital role

libraries have played …

Helping their communities

turn mere “information” into

insight, action, and the

progress of knowledge

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Bartholdi’s Librarian

Photo: bdcoen CC-BY-NC-ND http://www.flickr.com/photos/bdcoen/6787653117/

THANK YOU!

Karen Calhoun

ksc34@pitt.edu

59

Good luck to you!