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Page 1: Special Libraries: A Survival Guide

SPECIAL LIBRARIESA Survival Guide

James M. MatarazzoToby Pearlstein

SLA New EnglandSeptember 27, 2013

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Page 2: Special Libraries: A Survival Guide

Will you

paddle

or

be swept

overboard?

TURBULENCE IS NOTHING NEW

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Used with permission of Crab Apple White Water, Inc http://www.crabapplewhitewater.com

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PUT ON YOUR HELMUT & LIFE JACKET

State of the profession

Survival Skills

Assess

Measure

Sustain

Monday morning

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SOME OF US ARE WORKING LONGER

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SALARIES ARE KEEPING PACE WITH CPI

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THE GAP NARROWS

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ASSESS THE RAPIDS

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SUPPLYDEMAND

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Decisions made at the top without user consultation

Reduction in number of customers

Availability of outside resources

Lack of evaluation of services

Evidence of financial crisis

ASSESS THE RAPIDS AGAIN

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PREPARE THE OARS

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• Overall Satisfaction

• Satisfaction with Service Type

• Service Level

• Efficiency & Effectiveness

• Use of Products & Services

• Researcher Confidence

• Employee Retention

• Team Satisfaction

• Revenue Strategy

• ROI

• Cost Recovery

Customer Metrics

Internal Process Metrics

Learning & Growth Metrics

Financial Metrics

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PADDLE AS A TEAM

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Conducting research on user’s behalf

Managing a physical library and print collection

Evaluating and purchasing content sources

Managing internal content

Researchers working on project teams

Integrating content into work processes

UsersProviders

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THE RAFT NEEDS TO BE STRONG ENOUGH

Model of service

Strategic planning & alignment

Alternate sourcing

Scenario planning

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Page 12: Special Libraries: A Survival Guide

IS THERE ONE RIGHT COURSE?

Gatekeepersole access to information productsresearcher delivers results to clients

Intermediaryclients have some access after traininghigher level reference & research

Facilitatorembedded in business teamvisible at business level

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NAVIGATING THE COURSE

Develop internal vision statement

Refine with stakeholder involvement

Create & Implement 3600 view of information needs

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Page 14: Special Libraries: A Survival Guide

TIME TO ALTER COURSE?

IS depth of experience

Position yourself to drive decisions

Be prepared to participate if not lead

If yes, then:what?when?where?how?

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MAKE

BUY

OUTSOURCEINSOURCE

VALUE COST

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Page 15: Special Libraries: A Survival Guide

WHAT IF YOU CAN’T SEE AROUND THE NEXT BEND?

Future is volatile

Analyze underlying assumptions

Identify key questions

Recognize forces driving change

Ongoing SWOT analysis

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ASK THE RIGHT QUESTIONS

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• What could happen?

• When might it happen?

• Why might it happen?

• What can I do to make it happen?

• What can I do to stop it happening?

• Where will I be if it happens? • What did we expect?

• In retrospect, was it the right thing?

• Is the outcome in our control?

• If not, what needs to change?

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KEY TAKEAWAYS

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SUSTAINABILITY: LONG TERM

Competencies

Learning + Continuing Education = Employment

Data gathering

Context + Predictability = Opportunity

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SUSTAINABILITY: ON A DAILY BASIS

Support organization’s competitive edgeunderstand itparticipate in it

Cannot be all things to all peoplefocus resources to add greatest value

Strategic planning & alignment sets boundaries

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BACK TO DRY GROUND

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“The future’s not set. There’s no fate but what we make for ourselves.”

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MONDAY MORNING

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• Take organization’s pulse

• Refuse status quo

• Be a thought leader

• Be pragmatic

• Ask “what if?”

• Take risks

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Page 22: Special Libraries: A Survival Guide

SHAMELESS PLUG

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Available today or via Amazon.com

Also available via the publisher with

discount coupon

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