April 19, 2023
Vermelding onderdeel organisatie
1
Strategy and change Strategy and change management in Delft management in Delft
University of Technology University of Technology LibraryLibrary
26th IATUL Conference Québec City, May 29-June 2, 2005
Kees Konings, Manager Collection Management
Library
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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 library organization
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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
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Choices and consequencesChoice 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
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VKCDelftSpecialMediation
DocUTransDocument-deliveryLogistics
Digital preservationLogistics
Publishing systemQuality Selection
Publishing
Search/find
Delivery
Archiving
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publishing
archiving
delivery
Search/find
Publishing systemQuality Selection
Digital preservationLogistics
DocUTransDocument –deliveryLogistics
VKCDelftSpecialMediation
Competences in the new library organization
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Consequences for the core business
Separate business units for the respective core businesses
the Virtual front office the Technical University Academic
Repository the Publishing house
The business units will operate independently
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Implementation and reception
Strategic plans presented to
Library staffCustomer panelsBoard of the UniversityMinistry of Education and ScienceTechnical Universities in the Netherlands
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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 activities
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The process of change
Method of change
Blue print approach Adaptive change strategy
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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 Decreasing the number of management layers
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MT
The process of change
Change team
Projectteams
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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
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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
New organization scheme
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Vermelding onderdeel organisatie
15
Scheme of the new organization
Serviceorganization
Contentorganization
Support Productdevelopment
Director &Management team
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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
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Management philosophy
• Decrease of management layers
• Empowerment
• Self organizing teams
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Conclusions
Consequences for the management team
Blueprint vs. adaptive change strategy; did it work?
Process of permanent change for the new organization
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