MANAGING LIBRARY TRANSFORMATION TO MEET THE CHALLENGES OF

MANAGING LIBRARY TRANSFORMATION TO MEET THE CHALLENGES OF A NEW ERA 24 th Annual IATUL Conference, Ankara, Turkey, 2 -5 June 2004 Egbert D. Gerryts Academic Information Service, University of Pretoria, South Africa

OUTLINE n n n n Why this paper on transformation management Cycles of development and transformation Phases of complexity in transformation Balance between transformation and degree of maturity Organizational life cycle Role of Balanced Scorecard in phases of transformation Team building and functioning Strategic framework for the transformed organization

Change collection-aimed functional structure into a market-orientated matrix organizational structure (Strategic Thrust, 1990) Change matrix orientated structure into service orientated network organization (Strategic Thrust, 1994) Year 1 Year 5 PREVIOUS PRIMARY CYCLE 1990 Broad based Planning Committee Data Collection Year 2 Year 3 Year 4 Secondary Cycle 1991 1992 1993 Continuing Planning Committee Data Collection NEW PRIMARY CYCLE (NEW FIVE YEAR PERIOD) 1994 Broad based Planning Committee Data Collection Data Collection

PHASES OF ORGANIZATIONAL DEVELOPMENT Phase 2 Phase 3 Phase 4 4. Crisis of positioning Evolution stages? Revolution stages? Degree of maturity Mature Phase 1 3. Crisis of RED TAPE 2. Crisis of CONTROL 4. Growth through COLLABORATION 3. Growth through COORDINATION Conventional 1. Crisis of LEADERSHIP 2. Growth through DELEGATION 1. Growth through CREATIVITY Structured Organization Degree of transformation Network Organization

FOUR PHASES IN TRANSFORMATION 1990 - 2003 Crisis of value (R 0 I) Complexity Crisis of identity 4. Integration with academic processes 2002 - Crisis of control 3. Knowledge Management 1998 - 2002 Crisis of Structuring 2. Virtual library/Networking 1994 - 1998 1. Information as a resource 1990 - 1994 Time

Academic Information Service: Organizational Life Cycle 1990 - 2003 ? 1. Library Service 1980 - 1990 2. Information 3. Virtuality Service 1994 - 1998 1990 - 1994 4. Knowledge 5. Integration Management academic processes 1998 - 2002 -

Linking measurement and strategy (Balanced Scorecard) 1. 2. 3. Driving force Vision Values Our vision of the future If we are successful, how shall we be different? To our shareholders (financial) Business Orientated To our customers Indispensable With our processes Integrated processes To our staff Ability to innovate What are our critical success factors? Value for money Relevant services and products Cost effectiveness Attitude motivation values Benchmarking Customer satisfaction Management information system Culture and climate audit How can we measure?

BALANCED SCORECARD: PHASE 3 1998 -2002 Financial: Shareholder Intellectual capacity property Customer Communities of Practice (COP’s) Information Portal Vision Strategy Knowledge Management Learning & Growth Communication skills Relationship management and Processes Scholarly Communication

BALANCED SCORECARD: PHASE 4 2002 - Financial: Shareholder Measurement & Productivity Value Return on investment (R 0 I) Processes Customer Vision Strategy Learning center Research information Service Integrated with academic processes Learning & Growth Richness of Diversity Training programmes Information Management & Procurement Service (IMPS)

FOUR LEVELS OF CHANGE (Blanchard) Behaviour (Group) DIFFICUTLY Behaviour (Individual) Attitudes Knowledge TIME

TEAM FUNCTIONING Team performance Relationship between team performance and cohesion More the same; less critical Cohesion

Develop capacity Activating abilities and potential Result: TEAM BUILDING Future Focus Interpretation Above dotted line: Team looks good Below: Not to be neglected Necessary for team to look good in the long run Issues • Role clarification • Problem solving • Intra-team process analysis Basic Focus (reflection) Characteristics of winning team • Diversity • Spreading intellect • At least one innovator • Adapt to weak points in team • Mature personalities (sensitive towards others, in charge of emotions)

STRATEGIC FRAMEWORK OF THE TRANSFORMED ORGANIZATION Goals Hard Systems Tangible FUTURE PICTURE OF ORGANIZATION Vision & Mission statement Intangible Soft Systems Values Time present Profitability (output vs input) Growth in use Service Quality Market: professional & expertise leadership On-time delivery High morale etc Adaptability Autonomy Cooperation Creativity Development Diligence Humor Initiative Moral integrity Openness Orderliness etc Control Plans Policies Procedures Rewards Required Behaviours Shared meaning Sense of belonging Common frames of reference Alignment Commitment Time - future Emergent reality Fulfillment of stakeholder needs Customer needs Employee needs Shareholder needs Society needs, etc

LEARNING AND GROWTH n n n n n Internalize vision Accept ownership Positive attitude Communication skills Multi-skilling Team ownership Client focus Commitment and empowerment New competencies and skills Networking and relationship management

ROLE OF THE LEADER: CHARACTERISTICS n n n n Capacity to act Focus on customer satisfaction Result orientated Responsibility for resources Accountability for process Accountability for well-being of team Mentor Team integration

THE FINANCIAL PERSPECTIVE n n n n n Alternatives for continuous expansion of buildings Taking services and products to the client Alliances and partnerships Alignment: higher education and university strategies Learning culture Role of professional academic Business orientation Innovative culture Return on investment

THE CUSTOMER PRESPECTIVE n n n n Living the value: “client is king” value Client and market differentiation Defunctionalization Service level agreements Internal and external clients COP’s Info portal Scholarly communication

INTERNAL BUSSINESS PROCESSES n n n Defunctionalization Service units Change management Team management Competency and skill development Facilities and services

INTERNAL WORK PROCESSES n n Process re-engineering Effectiveness and efficiency Frontline and back office Networking and partnerships

TRUST: SIX RULES 1. TRUST IS NOT BLIND: Small groupings of people to know each other well 2. TRUST NEEDS BOUNDARIES: Vision-Mission-Goal. Leave worker to go on 3. TRUST DEMANDS LEARNING: Tolerate mistakes 4. TRUST DEMANDS OPENNESS TO CHANGE: Be future orientated 5. TRUST NEEDS BONDING: Small and larger groups must merge 6. TRUST NEEDS TOUCH: Staff must meet in person (Charles Handy. Harvard Business Review 73(3) 1995: p. 178)