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Models for Understanding Where We Are Today
Scott Hargrove, Fraser Valley Regional Library
Future of Libraries – May 2, 2014
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
Competitive Threats: Downloadable Digital Video Content Providers
Competitive Threats: Downloadable eBook Content Providers
Competitive Threats: Downloadable Music Content Providers
Competitive Threats: Free Programs and Activities
Competitive Threats: Lifelong Learning (Traditional Players, New Vehicles)
Competitive Threats: Lifelong Learning (New Players, New Vehicles)
Competitive Threats: Information Services
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
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
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
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
Hedgehog Concept
What you can be the best in the world at
What you are passionate about
What drives your resource engine
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
Gartner Magic Quadrant
Challengers
Leaders
Niche Players
Visionaries
Completeness of Vision
Ab
ilit
y to
Exe
cute