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TAIGA Forum IV
  Lightning Talks
    January 22, 2009
Lightning Talks
•  5 Minutes for Talk on Provocative Statements


        – The Speaker!!!
•  10 Minutes for Discussion on the Talk and
   Provocative Statement from the Audience


        – THAT MEANS YOU!!!!
Provocative Statement
            #1
1. ... all librarians will be expected to take personal
responsibility for their own professional development;
each of us will evolve or die. Budget pressures will force
administrators to confront the quot;psychological shadowquot;
cast by tenure and pseudo-tenure that has inhibited them
from taking necessary personnel actions. Librarians who
cannot evolve will be reassigned or fired.
Provocative Statement
            #2
2. ... collection development as we now know it will
cease to exist as selection of library materials will be
entirely patron-driven. Ownership of materials will be
limited to what is actively used. The only collection
development activities involving librarians will be
competition over special collections and archives.
Provocative Statement
            #3
3. ... Google will meet virtually all information needs for
both students and researchers. Publishers will use
Google as a portal to an increasing array of content and
services that disintermediate libraries. All bibliographic
data, excepting what libraries create for local special
collections, will be produced and consumed at the
network level.
Provocative statement #3
•  In five years…
   Google
…                will meet virtually all
 information needs for both students and
 researchers. Publishers will use Google as
 a portal to an increasing array of content
 and services that disintermediate libraries.
 All bibliographic data, excepting what
 libraries create for local special collections,
 will be produced and consumed at the
 network level.
what’s provocative about
    this one again?
but libraries have better
    quality metadata
but library indexes are
 more comprehensive




                                 Meier
and
Conkling,


                       “Google
Scholar’s
Coverage
of


               the
Engineering
Literature,”
JAL
(2008)

uh… library content is
      broader and deeper
12000000


10000000


 8000000


 6000000
                              2008

                                       2010

 4000000


 2000000


       0

            GoogleBooks
   Avg.
ARL

but our brand is strong
and it’s not just Google….
 there are others, right?
the Google Economy
•  … the value of a resource, such as a web
   page, can be determined by the way that
   resource is linked to other resources. ....
   The Google economy is an example of a
   network effect.
   …
   The result is that a person searching for a
   book is likely to find the Amazon.com
   catalog page or blog posts discussing the
   book long before they will find any
   library offering the book for loan.
so we need to get more
          efficient?
•  streamline metadata creation
•  leverage commodity metadata
•  let users tag our stuff…
My
career
in
librarianship
has
included
work
in
cataloging,
which
I
have


always
understood
to
be
a
major
part
of
library
funcQoning.
But
I
did


not
fully
realize
how
major
unQl
I
made
a
discovery
when
I
became
associate


librarian
of
the
Library
of
Congress.
The
discovery
was
financial—the
Library
of


Congress
is
invesQng
in
cataloging
at
the
rate
of
$44
million
a
year!
You
can

well
appreciate
that
a
cost
of
that
magnitude
really
got
my
aYenQon.



If
such
an
expenditure
produces
great
benefits
for
the
Library
of
Congress,


libraries
across
the
country,
and
others
around
the
world,
then
we
can
jusQfiably


argue
that
the
$44
million
is
well
spent.
But
in
the
age
of
digital
informaQon,


Internet
access,
and
electronic
key
word
searching,
just
how
much
do
we

need
to
conQnue
to
spend
on
carefully
constructed

catalogs?
That
is
the
quesQon
I
have
come
here
this
evening
to
pose—how

should
we
think
about
cataloging
in
the
Age
of
Google?


which means?
• not that libraries can’t compete with the big
  guys
• or that we need to be more efficient…
                      value isn’t there
• it means that the
  anymore for a lot of what we do
• The value has shifted to
  •  the thing rather than the description
    of the thing
  • the network, openness, links
Provocative Statement
            #4
4. ... knowledge management will be identified as a
critical need on campus and will be defined much more
broadly than libraries have defined it. The front door for
all information inquiries will be at the university level.
Libraries will have a small information service role and
will be responsible mainly for archiving digital content.
Provocative Statement
            #5
5. ... libraries will have given up on the quot;outreach
librarianquot; model after faculty persistently show no
interest in it. Successful libraries will have inserted
themselves into the instructional technology space as a
viable point of engagement with students and faculty.
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Provocative Statement
            #6
6. ... libraries will provide no in-person services. All
services (reference, circulation, instruction, etc.) will be
unmediated and supported by technology.
Provocative Statement
            #7
7. ... library budgets will be reallocated from support of a
greatly downsized facility, collections and staffing
towards discovery and access of information at the
network level. Local unique collection purchases will be
funded primarily by donor contributions; projects will be
funded primarily by grants.
Where the Rubber Left
    the Road or

 The Tundra is Melting
•  2. Collection development as we
   now know it will cease to exist as
   selection of library materials will be
   entirely patron-driven. Ownership of
   materials will be limited to what is
   actively used. The only collection
   development activities involving
   librarians will be competition over
   special collections and archives.
•  Most libraries’ information service
   models are based on using locally
   owned resources to meet users’
   information needs.
•  In the networked environment, the
   local collection is becoming less
   important and discovery and
   access at the network level will
   become much more important.
•  To this date, despite being aware of use
   trends and adjusting purchasing plans
   accordingly, a large portion of materials
   purchased are not being used in
   libraries.
•  New business models must be adopted
   that support network level discovery and
   access and minimize investment in
   unused resources.
•  Current models of library selection
   based collection development are not
   that model.
 Use based and patron driven
business     models will become the
norm.
 Management of resources will be
based on use and cost data and the
bibliographer selection model will not
exist.
 Legacy print collections will be
managed cooperatively.
 Collection management roles will
continue in archival areas like
special collections as unique
content will need to be identified
for acquisition, preservation, and
digital exposure.
 As this content is unique
libraries may compete over
content development in special
collections and archival areas.
Lightning Responses?
Provocative Statement
            #8
8. ... library buildings will no longer house collections and
will become campus community centers that function as
part of the student services sector. Campus business
offices will manage license and acquisition of digital
content. These changes will lead campus administrators to
align libraries with the administrative rather than the
academic side of the organization.
Provocative Statement
            #9
9. ... the library community will recognize the decreasing
value proposition of membership organizations (e.g.,
CRL, DLF, CNI, SPARC, ARL). All collaboration of
significance will be centered around either individual
entrepreneurial libraries (HathiTrust), regional consortia,
or OCLC.
Provocative Statement
           #10
10. ... 20% of the ARL library directors will have retired, and
there will be a shortage of senior library leaders ready and
willing to take their places. Universities will begin to hire
leaders from other parts of the academy (student services,
academic computing, faculty) leading to a major
realignment of library within the university infrastructure.
Population Demographics
Blended or Remix
Paths to Leadership
•  Timing
•  Transition
•  What is in your toolbox?
    –  People
    –  Networks
    –  Campus
•  Finding Custom Paths for those in your
   organization (Technology, Instruction,
   Information)
Barone,
C.
(September
2006).
Timing,
TransiQons,
and
Careers.
Educause
Review.

Why Library Doesn’t Matter
 Ten Year Challenges                                    Library Ten Year
•  No More Library                                 •  Collaborative
   Projects                                           Projects
•  Partnerships are of                             •  Extra-Institutional
   Mass-Scale                                      •  Information
•  Enterprise Support                                 Advocacy
•  Economies of                                    •  Managing Digital
   Scale                                              Information Layer
Chester,
T.
(2006).
A
Roadmap
to
IT
Leadership
and
the
Next
Ten
Years.
Educause
Quarterly.


Jackson,
G.
(2004).
A
CIO’s
QuesQon:
Will
You
SQll
Need
Me
When
I’m
64?.
Chronicle
of
Higher

Educa:on,
January
30,
2004,
B22‐23.

Embracing the Remix




Knopper,
S.
(2009).
AppeQte
for
Self‐DestrucQon:
The
Spectacular
Crash
of
the
Record

Industry
in
the
Digital
Age.
New
York:
Free
Press.

The Big Switch
Taiga4lightningtalks
Broader Topics
•  64K Question – What is an academic/research library?
   23
•  What is a academic librarian? Who staffs libraries? 16
     –  How to break apart traditional tribes and repurpose for
        future?
•    Opportunities for Budgets – Funding Sources 13
•    Leverage the Google 5
•    Metrics for our definition of a research library? 6
•    Implications of working at the network level? 5
•    When Public Good Argument no longer works? 7
•    Academic Library User Experience and Branding 22

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