an article by Roberta I. Shaffer (Library of Congress) published in IFLA Journal Volume 40 Number 3 (October 2014)
Abstract
As the Information Age has given rise to the Intelligence Age, institutions of all kinds are challenged to adopt a culture of constant innovation. Innovation is the broad term and includes the concepts of invention, ingenuity, and improvisation. Organizations go through a process of inquiry, instigation, insight, initiation, imagination and inspiration, and inlightenment to ultimately achieve innovation.
However, the road to full innovation offers many options like creating an incubator or being iterative, instantaneous, incomplete, or infectious in approach to innovating. To begin the innovative process, organizations must be willing to look at all aspects of their operations, make long-term commitments to funding, accept the possibility of some failure, and look seriously at their missions, value systems and value propositions.
Organizations that are insular, inflexible, in-bred, insincere about innovating, insecure in their ability to deliver, and operate independently are more likely to disappear or diminish in their influence because their environment and culture will not sustain innovation.
Showing posts with label strategic_planning. Show all posts
Showing posts with label strategic_planning. Show all posts
Friday, 23 January 2015
Tuesday, 12 June 2012
Peter Drucker on marketing: application and implications for libraries
an article by Cynthia K. Robinson (George T. Harrell Health Sciences Library, Pennsylvania State University, USA) published in The Bottom Line: Managing Library Finances Volume 25 Issue 1 (2012)
Abstract
Purpose
The purpose of this article is to discuss Peter Drucker's theory of marketing in the context of strategic planning and change (innovation) in libraries. With the need for change and innovation accelerating within all types of libraries, it is increasingly important for libraries to adopt a marketing orientation, integrating a marketing plan into the overall strategic planning process.
Design/methodology/approach
This paper employs case study methodology to demonstrate one library's attempt to integrate a marketing plan into the library's overall strategic planning activity, using this process to move the library towards a marketing orientation. The paper also provides a viewpoint based on the author's experience and the teachings of Peter Drucker.
Findings
Libraries must adopt a marketing orientation in order to remain viable into the future. As Drucker stated, "it is the customer who determines what a business is". It is imperative libraries understand what their customer values and needs in order to develop services and provide resources to meet these needs.
Originality/value
This paper examines Peter Drucker's theory of business and marketing as it applies to libraries and highlights the systems framework called the Drucker Management System, described by Joseph Maciariello in his article "Marketing and innovation in the Drucker Management System".
Abstract
Purpose
The purpose of this article is to discuss Peter Drucker's theory of marketing in the context of strategic planning and change (innovation) in libraries. With the need for change and innovation accelerating within all types of libraries, it is increasingly important for libraries to adopt a marketing orientation, integrating a marketing plan into the overall strategic planning process.
Design/methodology/approach
This paper employs case study methodology to demonstrate one library's attempt to integrate a marketing plan into the library's overall strategic planning activity, using this process to move the library towards a marketing orientation. The paper also provides a viewpoint based on the author's experience and the teachings of Peter Drucker.
Findings
Libraries must adopt a marketing orientation in order to remain viable into the future. As Drucker stated, "it is the customer who determines what a business is". It is imperative libraries understand what their customer values and needs in order to develop services and provide resources to meet these needs.
Originality/value
This paper examines Peter Drucker's theory of business and marketing as it applies to libraries and highlights the systems framework called the Drucker Management System, described by Joseph Maciariello in his article "Marketing and innovation in the Drucker Management System".
Friday, 4 May 2012
Evaluating the strategic plans of public libraries: An inspection-based approach
an article by Steven Buchanan and Fionnuala Cousins (University of Strathclyde, Glasgow) published in Library & Information Science Research Volume 34 Issue 2 (April 2012)
Abstract
For public libraries, as with most organizations, effective strategic planning is critical to longevity, facilitating cohesive and coordinated responses to ever present and ever changing political, economic, social, and technological (PEST) forces which shape and influence direction.
Strategic planning is widely recognized as a challenging activity, however, which can be both time consuming and unproductive, and there exists limited guidance regarding how to evaluate documented and disseminated strategic plans, particularly within the not-for-profit sector.
In response, this research proposes and tests an inspection-based approach to the evaluation of strategic plans, based upon a rubric specifying the key attributes of each of the core components of a plan, combined with an appropriate assessment scale. The rubric provides a method to identify and assess completeness of strategic plan, extending to qualitative assessment of communication aspects such as specification and terminology, and synergistic aspects such as cohesion and integration.
In the most comprehensive study of its kind to date, the method is successfully trialled across the devolved Scottish public library sector, with the strategic plans of 28 of the 32 regional networks evaluated. Of the 28 plans, 17, or 61%, were found to be incomplete and/or to contain contradictory or uncoordinated components.
It is recommended that Scottish public libraries improve not only completeness of plans, but also their precision, specificity, explicitness, coordination, and consistency, and overall mapping to library services. Recommendations are made for further widespread application of the rubric.
Abstract
For public libraries, as with most organizations, effective strategic planning is critical to longevity, facilitating cohesive and coordinated responses to ever present and ever changing political, economic, social, and technological (PEST) forces which shape and influence direction.
Strategic planning is widely recognized as a challenging activity, however, which can be both time consuming and unproductive, and there exists limited guidance regarding how to evaluate documented and disseminated strategic plans, particularly within the not-for-profit sector.
In response, this research proposes and tests an inspection-based approach to the evaluation of strategic plans, based upon a rubric specifying the key attributes of each of the core components of a plan, combined with an appropriate assessment scale. The rubric provides a method to identify and assess completeness of strategic plan, extending to qualitative assessment of communication aspects such as specification and terminology, and synergistic aspects such as cohesion and integration.
In the most comprehensive study of its kind to date, the method is successfully trialled across the devolved Scottish public library sector, with the strategic plans of 28 of the 32 regional networks evaluated. Of the 28 plans, 17, or 61%, were found to be incomplete and/or to contain contradictory or uncoordinated components.
It is recommended that Scottish public libraries improve not only completeness of plans, but also their precision, specificity, explicitness, coordination, and consistency, and overall mapping to library services. Recommendations are made for further widespread application of the rubric.
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