Download - 2014 05-23 unc talk final version
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Who was I?
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PUBLIC KNOWLEDGE COLLECTIONS IN THE NETWORK SOCIETYWhat Today Can Tell Us About the Future
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2003
The collective value
of collections
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A concept ahead of its time
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ResearchHypothesis
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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.
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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.
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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.
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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.
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TRADITIONAL
SERVICE
PARADIGM
Louv
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Lon
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destinations
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long-established tools of public policy
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monopolisticmerit good
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trusted and reliable
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Status Quo – stability and consistency
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collections define values and skills
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worldview - technical rationality
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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
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Effects of
innovation
of digital
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The impact ofsocio-technical change
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“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…”
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Akio Morita 1946
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1983 Compact disc
1955 Transistor radio
1979 Walkman
1991 Playstation
1955
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1991Sony Music Entertainment
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?1991 2000
Global music industry turn over 1973 - 2009
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Time
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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
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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
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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
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??
?
Evolution Revolution Extinction
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“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.
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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.
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NEXT GENERATION USERS
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EMERGENT EXPECTATIONS
24/7
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usability
EMERGENT EXPECTATIONS
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EMERGENT EXPECTATIONS
personalisation
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EMERGENT EXPECTATIONS
engagement
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EMERGENT EXPECTATIONS
work, shop, play
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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
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Effects on
institutions
collecting
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Competition
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From shellac to iTunes
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From desk to desktop?
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APPisation
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Digital content is the
same and different
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“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.
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Fragmentation
Disintermediation
Loss of Authenticity
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Evolution
Extinction
Revolution ?
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What are the challenges and opportunities?
what are the barriers to progress?
REFLECTIVE QUESTIONS
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New Paradigm for Old?
Compare the consonance/dissonance between the collecting institutions and the emerging Network Society
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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
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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
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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
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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)
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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
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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
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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
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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
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Social Analysis Narratives
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2. Synthesis of the evidence and the creation ofA meta-narrative
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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
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“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
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Mathews, Brian. Think Like a Startup, Viginia Tech, 2012. http://vtechworks.lib.vt.edu/handle/10919/18649
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Technical rationality
Strategic/reflective thinking
Top Secret
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Institution
Content
User
User
Content
Institution
Paradigm Shift?
Traditional Network Society
Top Secret
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Thanks for listening
chrisbatt/wordpress.com
tw. chrisbatt
www.digital-futures.org
http://www.slideshare.net/Chris_Batt/
http://uk.linkedin.com/in/chrisbatt