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Strategy and change management in Delft University of Technology Library

Strategy and change management in Delft University of Technology Library. 26th IATUL Conference Québec City, May 29-June 2, 2005. Kees Konings, Manager Collection Management. Library. Description of the process of change in Delft University of Technology Library Applied method

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Strategy and change management in Delft University of Technology Library

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  1. Strategy and change management in Delft University of Technology Library 26th IATUL Conference Québec City, May 29-June 2, 2005 Kees Konings, Manager Collection Management Library

  2. 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 Introduction

  3. 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

  4. Choices and consequences

  5. Search/find VKC DelftSpecial Mediation Delivery Publishing DocUTrans Document- delivery Logistics Publishing system Quality Selection Digital preservation Logistics Archiving

  6. Competences in the new library organization Search/find VKC DelftSpecial Mediation delivery publishing DocUTrans Document –delivery Logistics Publishing system Quality Selection Digital preservation Logistics archiving

  7. 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

  8. Implementation and reception • Strategic plans presented to • Library staff • Customer panels • Board of the University • Ministry of Education and Science • Technical Universities in the Netherlands

  9. 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

  10. The process of change • Method of change • Blue print approach • Adaptive change strategy

  11. 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

  12. The process of change MT Change team Projectteams

  13. 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

  14. 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

  15. Scheme of the new organization Serviceorganization Contentorganization Director &Management team Productdevelopment Support

  16. 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

  17. Management philosophy • Decrease of management layers • Empowerment • Self organizing teams

  18. Conclusions • Consequences for the management team • Blueprint vs. adaptive change strategy; did it work? • Process of permanent change for the new organization

  19. Questions ???

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