- 1. Reconfigured and UnbundledThe research university and its
library-Trends, influences, and external factors-For the University
of Wisconsin Libraries15 May 2013Jim Michalko, OCLC ResearchWith
ample borrowings from Lorcan Dempsey, Brian Lavoie, Constance
Malpas of OCLCAND all those in the concluding references
2. DisclaimersWhere I workOutside inWhere you sitYou may know
better 3. Where OCLC non-profit membership organizationserving
72,035 libraries in 171 countries Serves as the USA
nationalbibliographic infrastructure 4. My work Research Division
within OCLC Provide internal research and development workto
advance OCLC products and services Do work for the library
community to deepenpublic understanding of the changing
librarysystem Work primarily with research libraries around the
world in the OCLC ResearchLibrary Partnership on projects and
process changeOCLC ResearchConstituencies 5. PerspectiveWhat you
see depends on where you standWhat you see depends on where you sit
6. Where I sit United States Informed by Western European
developments System-wide view Not inside of an operational library
Inform and lead library directions and future 7. Then (five years
ago) 8. Risk ClustersLegacy TechnologyHuman ResourcesValue
PropositionDurable GoodsIntellectual Property a reduced sense of
library relevance frombelow, above, and within uncertainties about
adequate preparation,adaptability, capacity for leadership in face
ofchange changing value of library collections and space;prices go
up, value goes down accountingdoesnt acknowledge the change
managing and maintaining legacy systems is achallenge; replacement
parts are hard to find losing some traditional assets to
commercialproviders (e.g. Google Books) and failing toassume clear
ownership stake in others (e.g. localscholarly outputs) 9. Inherent
Risks: High Impact & LikelihoodImpactLikelihood1. Availability
of onlineinformation resources(Google, etc.) weakensvisibility and
value oflibrary.2. User base erodes becauselibrary value
proposition isdiminished andmarginalized.10. Difficulty identifying
candidates for evolving librarymanagement roles.1
12211101492120Legacy TechnologyHuman ResourcesValue
PropositionDurable Goods1911. Human resources are notallocated
appropriately tomanage change in thecurrent environment.12. Current
human resourceslack skill set for futureneeds (changingtechnology,
etc.).14. Conservative nature oflibrary inhibits timelyadaptation
to changedcircumstances.9. Recruitment and retentionof resources is
difficult dueto reduction in pool ofqualified candidates.19.
Library cannot adjust fast enough to keep up with rapidlychanging
technology and user needs.20. Increased inefficiencies and expenses
due to lack offunctionality of legacy systems and IT support.21.
Due diligence and sustainability assessment of local or thirdparty
services is not completed, tracked or analyzed. 10. Residual Risks
(High)Impact1. Availability of onlineinformation resources(Google,
etc.) weakensvisibility and value oflibrary.14. Conservative nature
oflibrary inhibits timelyadaptation to changedcircumstances.14.
Conservative nature oflibrary inhibits timelyadaptation to
changedcircumstances.9. Recruitment and retentionof resources is
difficult dueto reduction in pool ofqualified candidates.1These
risks will remain high. Canthey be managed?Effective network
disclosureLegacy TechnologyHuman ResourcesValue PropositionDurable
GoodsMove new services into the flow2914Articulate compelling new
vision toatrract a new generation of libraryprofessionals2. User
base erodesbecause library valueproposition isdiminished
andmarginalized. 11. Residual Risks (High)Impact1. Availability of
onlineinformation resources(Google, etc.) weakensvisibility and
value oflibrary.14. Conservative nature oflibrary inhibits
timelyadaptation to changedcircumstances.14. Conservative nature
oflibrary inhibits timelyadaptation to changedcircumstances.9.
Recruitment and retentionof resources is difficult dueto reduction
in pool ofqualified candidates.1These risks will remain high.
Canthey be managed?Effective network disclosureLegacy
TechnologyHuman ResourcesValue PropositionDurable GoodsMove new
services into the flow2914Articulate compelling new vision
toatrract a new generation of libraryprofessionals2. User base
erodesbecause library valueproposition is diminishedand
marginalized. 12. The Library is a Disrupted organizationInsidean
institution the University that is being ReconfiguredCorollary:The
library has no destiny independentof the organization (community)
it serves 13. The way teaching happens,learning occurs,scholarship
is practiced,research produced andnew knowledge
createdDETERMINESwhether a university needs a libraryand what kind
with what services 14. The Reconfigured universityConception of
Higher EducationMode of PedagogyPractice of ResearchThe Library is
a Disrupted organizationInsidean institution the University that is
being Reconfigured 15. The Reconfigured universityConception of
Higher EducationWhats the crisis in higher ed?(subset of culture
and global crises)Whats a university?(Bologna/Paris,
Nostalgia/History, Faculty Governance)Whats an education? Whats it
for?(Newman vs. Utilitarians)What do we know about teaching and
learning?(Metrics and assessment) 16. The Reconfigured
universityConception of Higher EducationSame questions withthe
inclusion of women and minorities;the advent of technical colleges,
community colleges,land-grant universities; andthe implementation
of the G.I. Bill.The running battle of abstract thinking and
applied knowledgeQ. Is this time different? 17. State-based Public
(Research) UniversitiesA. Likely to beConsider the de-fundingof
public higher education 18. State-based Public (Research)
UniversitiesA. Likely to be 19. 8.5% 20. 21. 45.6% 22. Colleges
have threebasic business modelsfor attracting andkeeping students.
Twowill continue to work inthe next decade, andone almost
certainlywill not. Chronicle ofHigher Education 23. 1.
Research/elite (Strong brand, connected tointernational network of
science and scholarship;educate many of the political and business
elite;flagship),2. Struggling middle (broad education. Not kept
upwith distance and convenience agendas, highoverhead, limited
research funding).3. Convenience (community colleges and
for-profitproviders, focused on preparation for furthereducation or
for a career) 24. Student Debtvia The Cost Diseasein Higher
Education: Is Technology the Answer?William G. Bowen The Tanner
Lectures Stanford University October 2012 25. The Reconfigured
universityConception of Higher EducationDe-fundedToo
expensiveShifting to private benefitMade us worry about regulation
whenthe teaching and learning revolution really presentsthe
university with the specter of irrelevance 26. The Reconfigured
universityConception of Higher EducationMode of PedagogyNew models
threaten both ends of the spectrum 27.
http://www.downes.ca/presentation/304 via Merrilee Proffitt 28. The
Reconfigured universityConception of Higher EducationMode of
PedagogyNew models threaten both ends of the spectrumMOOCsare the
network reconfiguration of teachingOnline Education not new so 29.
MOOCs have become a flashpoint for discussionof higher ed because
they represent an easilygraspable, almost parodic version of what
waspreviously invisible: elite university education.They have a
unique power to drive publicperception of the entire sector.Alyson
Byerly. Formerly known as students. Inside Higher Ed. October 29
2012. 30. Why now? 31. Broken University Business
ModelplusDisruptive Technologies 32.
http://en.wikipedia.org/wiki/File:Disruptivetechnology.gif#file 33.
1. Research/elite (Strong brand, connected tointernational network
of science and scholarship;educate many of the political and
business elite;flagship),2. Struggling middle (broad education. Not
kept upwith distance and convenience agendas, highoverhead, limited
research funding).3. Convenience (community colleges and
for-profitproviders, focused on preparation for furthereducation or
for a career) 34. 1. Research/elite 35. 3. Convenience 36.
http://www.mywcpa.org/colleges_universities.php 37. 1.
Research/elite (Strong brand, connected tointernational network of
science and scholarship;educate many of the political and business
elite;flagship),MOOCs = Quality separated from price, create
globalbrand, celebrate faculty2. Struggling middle (broad
education. Not kept upwith distance and convenience agendas,
highoverhead, limited research funding).MOOCs = nothing but
pressure3. Convenience (community colleges and for-profitproviders,
focused on preparation for furthereducation or for a career)MOOCs =
broad access, non-traditional credentials,no frills 38. The
Reconfigured universityConception of Higher EducationMode of
PedagogyPractice of ResearchShaped by Fundingby Typeby MechanismsUS
University-based research is in flux threatening the core of the
research universityReason to existDiscoverDisseminateApply 39. The
Reconfigured universityConception of Higher EducationMode of
PedagogyPractice of ResearchHyper-competition and
complexityCompliance and Indirect Cost RecoveryResearch Quality and
ImpactPlanning and Decision SupportValue of the Research
UniversityFragility of Academic research enterprise 40. The
Reconfigured universityConception of Higher EducationMode of
PedagogyPractice of ResearchThe Library is
aDisruptedorganizationInside 41.
http://librarydigitalprojects.com/2011/04/04/sources-for-disruption-of-library-services/Libraryhas
beenDisruptionCentralFar alongthe disruptiontimeline 42. Place of
the Library in UniversityWhy do Universities have libraries?It was
more economical to have a physical collection than to send
researchers orstudents to the information.It was useful to locate
all the needed information resources for research andlearning
physically close to the work.Local collections were assets and
contributed competitively to scholarly outputConsider the town
squarein the United States 43. The network changes everythingWhat
will it mean to unbundle andreconfigure the library within the
University?The network has reconfigured whole industriesTravel,
News, Book RetailingThe network is now the first option for
researchers and learnersInformation environment is increasingly
flatacademic collections increasingly alikediscovery is
increasingly done outside of libraryinformation fulfillment comes
to the desktop from many sourcesImpact on the university
librarychanged the value of physical book collections and library
spacechanged the relevance of the library assets and services to
the Universitys outputs 44. Harvard Business Review (1999) 45. CORE
COMPONENTSOF A
FIRMCustomerRelationshipManagementProductInnovationInfrastructureBack
office capacities thatsupport day-to-day operationsRoutinized
workflowsEconomies of scale importantDevelop new products
andservices and bring them tomarketSpeed/flexibility
importantAttracting and building relationshipswith
customersService-oriented, customizationEconomies of scope
important 46. Shift to engagementInstitutional innovationRightscale
infrastructureReconfiguring libraries for the newenvironment 3
imperatives 47. EngagementBuild around university
directionsDistinctive servicesQuality and ScaleCost
CompetitionAcademic vs. Career prepResearch FocusSource: Education
Advisory Board report to CIC CIOs August 2012Shift to
engagementInstitutional innovationRightscale infrastructure 48.
Making the Service Turn:Identifying, Supporting, andSustaining
Distinctive Servicesfor the 21st-Century ResearchLibraryScott
WalterDePaul UniversityPresented at the OCLC ResearchLibraries
Rebound Conference, Philadelphia, PAJune 5, 2012 49. The Service
Turn[In] an era wheneverything we know abouthow content is
created,acquired, accessed,evaluated, disseminated,employed, and
preservedfor the future is in flux, theresearch library must
bedistinguished by the scopeand quality of its serviceprograms in
the same wayit has long been by thebreadth and depth of
itslocally-held collections.Source: Walter, S. (2011). "Distinctive
signifiersof excellence": Library services and the futureof the
academic library [Editorial]. College &Research Libraries, 72
(1), 6-8. Retrieved
fromhttp://crl.acrl.org/content/72/1/6.full.pdf+html 50. What Makes
a Service Distinctive? Does it represent a new approach to,or a new
area of, library service thathas served as a lighthouse, i.e.,
aninnovation that has been broadlytaken up by other libraries? Does
it represent a unique or unusuallibrary service closely tied to
adistinctive area of strength in thelibrarys collections or the
campusacademic program? Does it represent a unique or
unusuallibrary service closely tied to adistinctive aspect of the
campusmission, identity, or history?University of Michigan
LibraryMPublishinghttp://www.publishing.umich.edu/ 51. Space
reconfiguredaround experience,expertise andcommunicationrather than
collections 52. US Academic Library Expenditures as a percent
ofTotal Post-secondary Education Expenditures$6.8 Billionin
2008OCLC Research 2013 Digest of Education Statistics 2010 April
2011 Tables 29 and 430 53. John Lombardi, Presidentat October 2011
ARL meeting When people ask him for money, he said, his
firstquestion is, What will that project do to make theuniversity
more competitive? If you cant persuade me that the work youredoing
is going to make us more famous, were notgoing to be interested in
investing in you, he said. Is that wise and profound and good? No.
Itsstupid. But thats the way it is. 54. ... a more fundamental
level of innovation,institutional innovation redefining
therationale for institutions and developing newrelationship
architectures within andacross institutions to break
existingperformance trade-offs and expand therealm of what is
possible John Hagel III and John Seely BrownInnovationShift to
engagementInstitutional innovationRightscale infrastructure 55. A
new architecture of relationships:rightscaling 56. A new
architecture of relationships:engagementUniversity PressOffice of
ResearchITLearning and teaching supportE-researchWriting
centreAcademic departments. 57. texttextGLSStrategic
PlantexttexttexttextLibrary Coordinating CouncilUW faculty/
staff/studentsUW SystemCommittee on Institutional Cooperation
(CIC)Association of Research LibrariesUW-MadisonCampus
LibrariesCampus Administration/Deans, Directors, Provosts Executive
GroupStakeholders Influencing Campus Libraries Strategic
FrameworkProject Charter Campus Libraries Strategic
FrameworkUpdated 5/1/13 - Version 9.1 58. InfrastructurePrint
management exampleShift to engagementInstitutional
innovationRightscale infrastructurePhysical spacePhysical
collectionsSystemsRepositoriesOnline ServicesEtc. 59. Growing
misalignment between investmentin print collections and practices
of researchand learningReconfigure space around engagementrather
than around collectionsStewardship and efficient access
still(variably) importantInstitution:opportunity costs challenge
60. Manage down institutional collectionsCollectively managed
regional, nationalbased on existing/emerging infrastructureInclude
different obligations:Mid-level HEIs look for third party
orcollaborative solutionsResearch HEIs manage
stewardshipresponsibility within broader framework ofdigital and
cooperativeSystemwide:balance contributions 61. OPPORTUNITY 62.
0100,000200,000300,000400,000500,000600,000700,000800,000900,000Titles/EditionsHolding
Libraries (WorldCat)WorldCat Holdings Distribution for Titles Held
bythe University of Wisconsin-Madison Library (GMZ) - March 2013N =
4,541,965 titles22% held by 99 librariesOCLC Research, 2013 63.
0500,0001,000,0001,500,0002,000,0002,500,0003,000,0003,500,0004,000,0004,500,0005,000,000Jan
2010 Jan 2011 Jan 2012University of Wisconsin-Madison Library (GMZ)
Holdings inWorldCat and HathiTrustGMZ Titles in WorldCat GMZ Titles
Duplicated in HathiTrust30%37% 40%OCLC Research, 2013 64. 257,745
titles6%1,524,108 titles34%1,781,853 titles40%University of
Wisconsin-Madison Library (GZM) TitlesDuplicated in Hathi Trust
Digital Library July 2012Public Domain In CopyrightOCLC Research,
2013 65. 0%10%20%30%40%50%60%0 2,000,000 4,000,000 6,000,000
8,000,000 10,000,000 12,000,000Partner Library Holdings
(WorldCat)Overlap between OCLC Research Library Partner Collections
andHathiTrust Digital LibraryN = 159* librariesJanuary 2011 overlap
January 2012 overlapUniversity of Wisconsin would be hereMedian
duplication 30.1%Median duplication 29.5%OCLC Research, 2013 66.
050,000100,000150,000200,000250,000300,000350,000400,000Titles/EditionsHolding
Libraries (WorldCat)System-wide Print Distribution of University of
Wisconsin-Madison(GMZ) Titles Duplicated in HathiTrust Digital
Library - July 2012N = 1,814,084 titles14% held by 99 librariesOCLC
Research, 2013 67.
IULILIIUMEEMINUINMJCROAGOHLUPMOS2IPLCGUUIUIAYIAXNUILUIEYMEMIHJ8UMMMLLMNULDLGZHGZMGZLWIYGZI0%10%20%30%40%50%60%0
1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000
7,000,000TitlesDuplicatedinHathiTrustTitles Cataloged in
WorldCatDuplication in CIC member library collections and
HathiTrustJanuary 2012Health SciencesLawMedian 34%OCLC Research,
2013 68. A Master Plan for a Mega-region[Midwestern universities ]
worktogether on both regional andnational agendas, merging
libraryand research resources, and sharingcurricula and
instructionalresources with faculty and students.Aggregating these
spires ofexcellence these institutions givesthe Midwest region many
of theworlds leading programs in a broadrange of key knowledge
areas. (p. 37) 69. Shift resource to engagement:evolving
information services which improvethe student experience and
enhance research.Internal/external institutional innovation:build
new relationships within enterprise thatsupport research, promote
learning, andexternally to create efficiencies.Rightscale
infrastructure services:find appropriate level in the network.Shift
to engagementInstitutional innovationRightscale infrastructure 70.
The new
ruleshttp://www.arl.org/resources/pubs/mmproceedings/160mm-proceedings.shtml#collsWendy
Lougee at the 4 May 2012 ARL Membership Meeting Chicago, IL 71.
Shared CollectionsCooperative GovernanceNetwork DisclosureLocal
CollectionsLocal StewardshipLocal DiscoveryWarehouse of
booksPreservation of what is mineLocal ILSCollaboration spacesJoint
stewardship of what is oursCloud-based management svcsCollection
sizeGate countSatisfactionSupport for research processesManagement
of institutional IPImpactMetricsInfrastructureLibrary
Organizationsupported byassessed withdefined by20th Century 21st
CenturyConstance Malpas, OCLC Research 72. What you see depends on
where you sitAnd now for a 73. Organized around traditional
activitiesand emerging new servicesProvides 3 and 5 year estimates
of shifts and changes 74. !?Thank you. 75. Toddler TestEvidence
requestNostalgia sniff 76. SOME SOURCES Research Libraries, Risk
and Systemic Change State Higher Education Executive Officers
Finance Report 2012 The Cost Disease in Higher Education The
current health and future well-being of the American Research
University Unbundling the Corporation ARL Membership Meeting 2012
(Spring): Wendy Lougee, Content & Collections:Rubrics and
RubiksMy colleagues, Lorcan Dempsey, Constance Malpas,and Tam
Dalrymple in the OCLC Library