scott tofl 2014 summit presentation
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Models for Understanding Where We Are Today
Scott Hargrove, Fraser Valley Regional Library
Future of Libraries – May 2, 2014
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What’s coming up
1. Competitive Threats2. Limitations on our ability to manage
threats3. Strategies we might use to thrive in a
new environment4. Models to articulate our position
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Competitive Threats: Downloadable Digital Video Content Providers
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Competitive Threats: Downloadable eBook Content Providers
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Competitive Threats: Downloadable Music Content Providers
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Competitive Threats: Free Programs and Activities
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Competitive Threats: Lifelong Learning (Traditional Players, New Vehicles)
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Competitive Threats: Lifelong Learning (New Players, New Vehicles)
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Competitive Threats: Information Services
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Pressure To Demonstrate Value In New Ways
Value for money proposition Lowest cost provider for comparable
service Scope creep from other services How to measure/evaluate library services
in a way that highlights the social value Firefighter vs. libraries – what’s essential
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Sector Limitations
No “bet the company” manoeuvres Taxpayer scrutiny, Board strategic control, municipal
control, Unions, bureaucratic limitations, comparison to start-ups, funding stagnant
Control of and access to digital content End of the middle man – are libraries in this role? Opportunity for mediation is diminishing – but there
can be added value with expertise, contextual placement, analysis
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Sector Strategies
Shaping the way we’re perceived by others Accomplishments (outcomes and outputs) Communicating our value in new ways:
shape public demand – exclusivity and accessibility
Demonstrating impact to our funders, the media and potential supporters
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Sector Strategies
Incremental change, not disruptive change Evaluate traditional services and assess the
opportunity costs to remain in the business as opposed to investing in a new service – divest, offer alternative, offer replacement
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Hedgehog Concept
What you can be the best in the world at
What you are passionate about
What drives your resource engine
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Low risk, many
competitors
High risk, high
reward
Customer experience
; cost savings
High risk, defensive strategy
Incremental versus Disruptive:Picking Your Spot
Create new market
Minimal tech change
Manage existing market
Radical tech change
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Gartner Magic Quadrant
Challengers
Leaders
Niche Players
Visionaries
Completeness of Vision
Ab
ilit
y to
Exe
cute