a makeover or real surgery?. all change introduction role of the bl remote supply is it broken? why...
TRANSCRIPT
A makeover or real surgery?
All Change
Introduction
•Role of the BL
•Remote Supply
•Is it broken? Why Change?
•What needs to be done.
•The future of document supply.
•Change, at an organisation near you.
All Change
Role of the BL
•Our role is about helping people discover knowledge because it can enrich lives in many different ways
–Aiding scientific advances
–Adding commercial value for business
–Through the pursuit of academic excellence
–The stimulation of ideas
–Increasing the nations cultural well-being
–Creating a link between past present and future
All Change
A world wide reputation
•In sheer size one of the world’s 5 ‘mega-libraries’ along with
–Library of Congress, Bibliothèque Nationale de France, Russian State Library, and National Library of China
–In diversity of formats and collections more or less the equal of any of these
–BUT the uniqueness of the BL is the sheer quality in depth of its collections & the services we provide
•across 2½ centuries of unbroken collecting
•across subjects and across time and space, cultures and languages
•Wider than the UK (e.g. more material on Germany than in Germany)
All Change
Current Intake and Spend
•Under legal deposit BL acquired in 2000/01 104,000 books and 260,000 serial parts.
•Over last 4 years 1998/99 – 2001/02 intake has hovered around 2½ million items.
–Around 12 km or 7.5 miles of books
•But what cost us £9.7 million in 1998/99 cost us £13.6 million in 2001/02 - an increase of 40% funding to acquire the same number of items.
•The hybrid library in both print and electronic media will continue, with publication and increasing demand for all formats.
All Change
Our Challenge
•This is to not just maintain our services but in the face of increasing costs improve and enhance our offerings.
•To provide access to an ever increasing range of materials in print , electronic, images, sounds etc.
•To deliver access to a widening audience, weaned on the internet and instant web-based transactions.
All Change
Taking the Library to the People
•Document Supply Centre (DSC) is part of the BL Operations and Services Directorate.
•Our objective is to deliver the Library’s content to remote users.
•This is an essential part of making the Library’s collections accessible to everyone. We have:
–22,000 customers worldwide
–4 million requests per year
–16500 requests per day
All Change
Why Change
•The world in which we operate is changing
•We need to maintain and improve our market position
•We need to work closely with customers to understand their changing environments and hence their changing needs
•We know that the costs of providing the service are rising e.g.
–Overhead & Staff costs
–Collection costs ( average rise of 8.5% against a general inflationary pressure of circa 3.5%)
All Change
Why Change
•Our costs are rising. Our funding is flat (no allowance made for inflationary pressures).
•Do more with less.
•This has meant –backups became locations
–separate charging for different service aspects
–need to cut costs,
•This has an impact on DSC
All Change
Why Change
•We must deliver an enhanced service in a more demanding environment, not able to stand still.
–Scan on Demand
–ARP Replacement
–Increase Ariel delivery
–Post to Web trials
–Integrated Library System
All Change
Why Change
•Commercial competitors are operating in the same market place.
•Competitors operate with different business models.
•Our competitors would prefer that we were not in the market.
All Change
Why Change
•Technological advances are among the prime drivers of change in the information market
–E business point and click.
–Customer is centric to business.
–Instantaneous transactions.
–The need to collaborate.
•Our users perceptions change–“Information is free”
–“I want to work differently”
–“I want it now”
All Change
Our approach to Change
•Background
•What customers really want
•Agenda is to modernise DSC and to deliver strategic change in a highly competitive environment with strict budgetary controls
All Change
Keeping it in balance
•Customers
•Partners
•Competitors
•People & Organisation
•Processes
•Technologies
All Change
General CompetitiveEnvironment
Custom er's Com petitiveEnvironm ent
Customer
Customer
Customer
CompetitorCompetitor
Competitor
Im m ediate Com petitiveEnvironm ent
BL
Supplier
Supplier
Partner
High level dynamic model
It only looks straightforward because nothing is moving
All Change
G eneral Com petitiveEnvironm entCustom er's Com petitive
Environm ent
Customer
Customer
Customer
CompetitorCompetitor
Competitor
Im m ediate Com petitiveEnvironm ent
BL
Supplier
Supplier
Partner
•Customers•End users or intermediaries,
•Understand their needs & environment
•Manage the relationships
•Align the business in support of the relationships
•Maintain a current understanding of requirements
Customers are centric
All Change
G eneral Com petitiveEnvironm entCustom er's Com petitive
Environm ent
Customer
Customer
Customer
CompetitorCompetitor
Competitor
Im m ediate Com petitiveEnvironm ent
BL
Supplier
Supplier
Partner
•Partners/Suppliers•Understand their needs & environment
•Maintain a relationship based on cooperation
•Develop a long term approach to all undertakings
Other links in the chain
All Change
G eneral Com petitiveEnvironm entCustom er's Com petitive
Environm ent
Customer
Customer
Customer
CompetitorCompetitor
Competitor
Im m ediate Com petitiveEnvironm ent
BL
Supplier
Supplier
Partner
•People, Processes, Technologies•Identify the drivers for change in all environments
•Continually assess how these drivers impact on current organisation
•Review all impacts from an internal and external perspective
•Pro-actively manage and implement our change programme
A look inside
All Change
O ps
Support
Sales &Custom er
CareFunctionality
IS
Custom er
T echnology
•Customers
•Partners
•People &
Organisation
•Processes
•Technologies
A customers view
All Change
For the future
•We will deliver better services based on
–keeping customers at the centre.
–improvements in our internal practices.
–investments in technology.
–a thorough understanding of our environment.
–continually evaluating our performance.
–eliminating complacency.
–operating proactively.
All Change
And for your Organisation?
•There is no guaranteed recipe for success.
•Do what fits your organisation.
•All change is resisted.
•Success frightens people as much as failure.
All Change