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Strategy and change
Strategy and change
management in Delft University
management in Delft University
of Technology Library
of Technology Library
26th IATUL Conference Québec City, May 29-June 2, 2005 Kees Konings, Manager Collection Management
Introduction
Description of the process of change in Delft University of Technology Library
Applied method
Reception by stakeholders and library staff
Finalization of the process resulting in a new
The shift to e-services
Increase of ICT in research and education
STM publishers focus on the end users, sustainable depositories and access to information. Those are our traditional services!
Decrease of budgets and funding
Forced collaboration between the technical universities in the Netherlands
Choices and consequences
Choice Consequences
100% digital products and
services Digital services 24*7 Discontinuance of reference desks Specialisation on 3 areas Development of a virtual front office
Back office activities in cooperation with the Dutch technical universities
Publishing house in cooperation with (European) universities and/or other publishing houses
Strategic relevance of the library for research and education
Digital information is fully determined by the end users’ requirements
VKC DelftSpecial Mediation DocUTrans Document-delivery Logistics Digital preservation Logistics Publishing system Quality Selection Publishing Search/find Delivery Archiving
publishing archiving delivery Search/find Publishing system Quality Selection Digital preservation Logistics DocUTrans Document –delivery Logistics VKC DelftSpecial Mediation
Competences in the new library
organization
Consequences for the core business
Separate business units for the respective corebusinesses
the Virtual front office
the Technical University Academic Repository the Publishing house
Implementation and reception
Strategic plans presented toLibrary staff
Customer panels
Board of the University
Ministry of Education and Science
Implementation and reception
Discussion with the stakeholders resulted in adaptation of the plans in terms of timing and cooperation:
Until 2007 the reference desks with limited service level stay
open in combination with the preferred virtual reference desk
The set up of the cooperation between the technical
universities takes more time than expected, so for the next years the academic repository only works for the Delft
University of Technology.
A feasibility study to cost effectiveness of our publishing
The process of change
Method of change Blue print approach
The process of change
Important design criteria for the new organization are:
Teamwork; which means involvement of staff of
different departments in one team
Disentanglement of processes, which resulted in
disentanglement of tasks of our employees
MT
The process of change
Change team
The process of change: pitfalls
Do not ask people to advice on their own jobs or positions in the organization
Be extremely clear about constraints and conditions Stimulate to look at situations outside the library organization
Results
The realization of cooperation between the Dutch technical universities took more time than expected; that is why for the time being only a local content organization will be implemented The results of a feasibility showed that cost effectiveness of the publishing house was highly uncertain; so it was decided to
discontinue the publishing activities
Dedicated functions for account management, product development and product ownership
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Scheme of the new organization
Serviceorganization organizationContent
Support Product
development Director &
Management team
Results
The realization of cooperation between the Dutch technical universities took more time than expected; that is why for the time being only a local content organization will be implemented The results of a feasibility showed that cost effectiveness of the publishing house was highly uncertain; so it was decided to
discontinue the publishing activities New organization scheme
Management philosophy
• Decrease of management layers
• Empowerment
Conclusions
Consequences for the management team
Blueprint vs. adaptive change strategy; did it work?
