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PUBLIC KNOWLEDGE COLLECTIONS IN THE NETWORK SOCIETYWhat Today Can Tell Us About the Future

2003

The collective value

of collections

A concept ahead of its time

ResearchHypothesis

The traditional paradigm(s) of collecting institutions, rooted in the requirement to provide public value from physical collections in fixed locations, will not accommodate successfully the development of online service offers that are distinctive in form and maximise public value through alignment with trends in user needs and behaviours.

The existing paradigm(s) of collecting institutions, rooted in the requirement to provide public value from physical collections in fixed locations, will not accommodate successfully the development of online service offers that are distinctive in form and maximise public value through alignment with trends in user needs and behaviours.

The existing paradigm(s) of collecting institutions, rooted in the requirement to provide public value from physical collections in fixed locations, will not accommodate successfully the development of online service offers that are distinctive in form and maximise public value through alignment with trends in user needs and behaviours.

The existing paradigm(s) of collecting institutions, rooted in the requirement to provide public value from physical collections in fixed locations, will not accommodate successfully the development of online service offers that are distinctive in form and maximise public value through alignment with trends in user needs and behaviours.

TRADITIONAL

SERVICE

PARADIGM

Louv

re, P

aris

Kan

sas

City

Pub

lic L

ibra

ryN

atio

nal A

rchi

ves,

Lon

don

destinations

long-established tools of public policy

monopolisticmerit good

trusted and reliable

Status Quo – stability and consistency

collections define values and skills

worldview - technical rationality

TRADITIONAL SERVICE PARADIGM(Open system transformation model)

PolicyResourcesArtifacts

Users and potential

users

Demand sideSupply side

Collecting Institution

Processes

Active

Passive

Collecting Curating Disclosing

Warehousing

Boundary exchange

Disclosing

Effects of

innovation

of digital

The impact ofsocio-technical change

“Networks have become the

predominant organisational

form of every domain of

human activity... The space of

flows has taken over the logic

of the space of places…”

Akio Morita 1946

1983 Compact disc

1955 Transistor radio

1979 Walkman

1991 Playstation

1955

1991Sony Music Entertainment

?1991 2000

Global music industry turn over 1973 - 2009

Time

Strategic fit

Time

H1

H2

H3

Three Horizons of Innovation

Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum

Strategic fit

Time

H1

H2

H3

Three Horizons of Innovation

HORIZON 1Sustaining Innovation

HORIZON 2Disruptive Innovation/Transformation Bridge

HORIZON 1Transformative Innovation

Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum

Strategic fit

Time

H1

H2

H3

Three Horizons of Innovation

HORIZON 1Sustaining Innovation

HORIZON 2Disruptive Innovation/Transformation Bridge

HORIZON 1Transformative Innovation

CD heaven

NapsterMP3

iPodiTunes

Mobile revolution

Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum

??

?

Evolution Revolution Extinction

“The Internet has become a vital part of

our lives and our society”

Dutton, W. and Blank, G. Next Generation Users: The Internet in Britain. Oxford Internet Institute, 2011.

2013 DEMOGRAPHICS OF USE

80%+ of population online

50%+ of population have smart phones

Dutton, W. and Blank, G. Cultures of the Internet: The Internet in Britain. Oxford Internet Institute, 2013.

NEXT GENERATION USERS

EMERGENT EXPECTATIONS

24/7

usability

EMERGENT EXPECTATIONS

EMERGENT EXPECTATIONS

personalisation

EMERGENT EXPECTATIONS

engagement

EMERGENT EXPECTATIONS

work, shop, play

NETWORK EFFECTS

Redefining space and time - Globalisation- Pace of diffusion

Gravitational forces - Networks create scale- The big get bigger

Channel convergence - Single, two-way

- All content is electrons

Effects on

institutions

collecting

Competition

From shellac to iTunes

From desk to desktop?

APPisation

Digital content is the

same and different

“The objects of culture are no longer secured behind glass cases

or tied to the walls of museums and galleries or constrained by the control over publishing and

broadcasting, but are created and recreated in the social process.”

Tredinnick, L. Digital Information Culture: The Individual and Society in the Digital Age, Oxford: Chandos, 2008.

Fragmentation

Disintermediation

Loss of Authenticity

Evolution

Extinction

Revolution ?

What are the challenges and opportunities?

what are the barriers to progress?

REFLECTIVE QUESTIONS

New Paradigm for Old?

Compare the consonance/dissonance between the collecting institutions and the emerging Network Society

TRADITIONAL SERVICE PARADIGM(Open system transformation model)

PolicyResourcesArtifacts

Users and potential

users

Demand sideSupply side

Collecting Institution

Processes

Active

Passive

Collecting Curating Disclosing

Warehousing

Boundary exchange

Disclosing

TRADITIONAL SERVICE PARADIGM(Open system transformation model)

PolicyResourcesArtifacts

Users and potential

users

Demand sideSupply side

Collecting Institution

Processes

Active

Passive

Collecting Curating Disclosing

Warehousing

Boundary exchange

Disclosing

PHENOMENOLOGY

To understand the phenomena

Narratives describing the lived experience

Using interview, observation, survey, opinion, of documentary evidence

Social analysis narratives

Synthesis of themes

Modelling of ecosystem

Validationand

conclusions

1 2 3 4

1. Social Analysis

Mission and purpose

Structure, politics, power

Strategy and futures

Innovation literature review

+Supply and demand

Dictionary definitionsprofessional agenciespolicy directionaccreditation/standards

1. Mission statements(x700)

2. Publications(x29)

Strategy and futures

Innovation literature review

+

Structure, politics, power

Supply and demand

Curation Range Presentation Use/Effect Other0

50

100

150

200

250

300

350

400

450

500

LibrariesMuseumsArchives

1. Mission statements

2. Publications

Mission and purpose

1. Social Analysis

Mission and purpose

Strategy and futures

Innovation literature review

+

Structure, policy, power

structures

policy direction

power

funding and resources

freedom to act

Supply and demand

1. Social Analysis

Mission and purpose

Strategy and futures

Innovation literature review

+

Structure, policy, power Published strategies since

2000 (22)

Scope and clarity

Power to implement

Scope and reach

Consideration of long-term futures

Supply and demand

1. Social Analysis

Mission and purpose

Strategy and futures

Innovation literature review

+

Structure, policy, power

Supply and demand

Sustaining

Disruptive

Transformative

Sectoral literature since 2000Innovation

Digital

Network Society

1. Social Analysis

Social Analysis Narratives

2. Synthesis of the evidence and the creation ofA meta-narrative

PolicyResource

sArtifacts

Users and

potential users

Demand side

Supply side Institutions

Lack of clear policy; lack of influence

Shrinking resources

Content convergence

Media and content shifts

Focus on technical issues

Status Quo 2.0

Competition

New behaviours and

expectations

Some Initial Thoughts Top Secret

21st Century’s sexiest job

Low policy status

Lack of common purpose

“Many librarians who work in physical libraries see the

Internet as providing a digital mirror of their own

institutions: the digital library as a surrogate for the physical

library.”Attribution redacted

email from xxxxxxxxxxxxxxxxxx, 7th March 2012

Mathews, Brian. Think Like a Startup, Viginia Tech, 2012. http://vtechworks.lib.vt.edu/handle/10919/18649

Technical rationality

Strategic/reflective thinking

Top Secret

Institution

Content

User

User

Content

Institution

Paradigm Shift?

Traditional Network Society

Top Secret

Thanks for listening

cbatt@mac.com

chrisbatt/wordpress.com

tw. chrisbatt

www.digital-futures.org

http://www.slideshare.net/Chris_Batt/

http://uk.linkedin.com/in/chrisbatt