6400 – 6400 – Administración de Administración de servicios de Informaciónservicios de Información

Strategic planning for librariesStrategic planning for libraries

Jueves, 28 de Febrero de 2008Jueves, 28 de Febrero de 2008

Defining strategic planningDefining strategic planning

Strategic planning prepares an Strategic planning prepares an organizational strategy for doing organizational strategy for doing business.business. Identifying where an organization is now, Identifying where an organization is now,

and preparing a plan of where does it and preparing a plan of where does it want to go.want to go.

Align with parent (if any) and stakeholdersAlign with parent (if any) and stakeholders Defining directionsDefining directions Resources allocation (human resources, Resources allocation (human resources,

capital, technology)capital, technology) SWOT analysisSWOT analysis

Components of strategic Components of strategic planningplanning

Strategic planning involves setting:Strategic planning involves setting: Vision: The future of the organization.Vision: The future of the organization.

Be optimistic!Be optimistic! Mission: Where is the organization now, Mission: Where is the organization now,

what it does, how it does it, and why is it what it does, how it does it, and why is it different.different.

Express reality!Express reality! Values: Reflect the organization's culture and Values: Reflect the organization's culture and

priorities.priorities. Goals: Specific items that the Goals: Specific items that the

organization wants to achieve. Must be organization wants to achieve. Must be measurable! measurable!

Strategies, Tactics and ActionsStrategies, Tactics and Actions Outlining the steps to be taken to achieve the Outlining the steps to be taken to achieve the

vision.vision.

Strategic planning clarifiedStrategic planning clarified

Planning as a proactive processPlanning as a proactive process Anticipate events to happen in Anticipate events to happen in

futurefuture Libraries should look in context of Libraries should look in context of

their parent organization.their parent organization.

Cannot predict the futureCannot predict the future Define assumptions, make flexible Define assumptions, make flexible

decisions, formulate contingency decisions, formulate contingency plansplans

Long range planning (LRP) Long range planning (LRP) and strategic planning (SP)and strategic planning (SP)

Two complementary processesTwo complementary processes SP is all about emphasis and is of a SP is all about emphasis and is of a

shorter term, LRP is a much slower shorter term, LRP is a much slower and a longer term process. and a longer term process.

SP defines new directionSP defines new direction Can be used to rejuvenate old and Can be used to rejuvenate old and

tired organizationtired organization Can be used to improve existing Can be used to improve existing

communication mechanisms.communication mechanisms.

Libraries and SPLibraries and SP Libraries work in reactive modeLibraries work in reactive mode

Let someone else plan it and then plan Let someone else plan it and then plan to make the best of the situationto make the best of the situation

Advantages of employing SP for Advantages of employing SP for librarieslibraries Enhances the visibility and profileEnhances the visibility and profile Reinforces its role within the Reinforces its role within the

organization.organization. Demonstrates a librarian’s competence Demonstrates a librarian’s competence

and professionalismand professionalism Gives confidence to the parent that the Gives confidence to the parent that the

library knows what is it doing.library knows what is it doing. Most importantly, gives a sense of Most importantly, gives a sense of

direction and objectives to achieve!direction and objectives to achieve!

SP approachesSP approaches

Top downTop down More controlMore control

Bottom upBottom up Combination of first twoCombination of first two A team approach.A team approach.

A simple strategic planA simple strategic plan

Implications for Information Implications for Information

Professionals (IPs)Professionals (IPs) IPs must innovate to motivate planning and IPs must innovate to motivate planning and

transformationtransformation

IPs must be able to effectively disseminate IPs must be able to effectively disseminate the change information to all stakeholders the change information to all stakeholders during organizational transformation.during organizational transformation.

IPs need to be cultural aware and skilled in IPs need to be cultural aware and skilled in intercultural communications.intercultural communications.

IPs need to have the skills to develop IPs need to have the skills to develop knowledge management infrastructures.knowledge management infrastructures.

An exerciseAn exercise Preparing the SWOT analysisPreparing the SWOT analysis

StrengthsStrengths Existing Competitive advantageExisting Competitive advantage Areas where capabilities may be developed in Areas where capabilities may be developed in

near futurenear future WeaknessesWeaknesses

Existing lack of capability to achieve goalsExisting lack of capability to achieve goals Potential areas where weaknesses may Potential areas where weaknesses may

developdevelop OpportunitiesOpportunities

Situations existing outside which can be Situations existing outside which can be exploited (now or in future)exploited (now or in future)

ThreatsThreats Situations that could damage the library and Situations that could damage the library and

should be avoided (now and in future)should be avoided (now and in future)

ReferenceReference

Siess, Judith A. (2002). Time Siess, Judith A. (2002). Time management, planning and management, planning and prioritization for librarians. prioritization for librarians. Lanham, Maryland: Scarecrow Lanham, Maryland: Scarecrow Press.Press.