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Presented by:Mary Scanlon, Research and Instruction Librarian for Business
and Economics, Z. Smith Reynolds Library, Wake Forest University
Mary Krautter, Head of Research, Outreach and Instruction, University of North Carolina at Greensboro Libraries
Mary Beth Lock, Director of Access Services, Z. Smith Reynolds Library, Wake Forest University
Moderated by:Melanie Wood, Instructional Services Librarian, Library and
Learning Commons, Zayed University, Dubai
Inspiration, Innovation, Celebration: The 2009 Conference for Entrepreneurial Librarians
From Vision to Implementation - The 2011 Conference for Entrepreneurial Librarians
Social Entrepreneurship in Action - The 2013 Conference for Entrepreneurial Librarians
Take Risks, Embrace Change - The 2014 Conference for Entrepreneurial Librarians
A fifth conference planned for 2016 – you’re all invited!
Definition
Characteristics
Implementation
Three forms of entrepreneurship◦ Definitions
◦ Case Studies
Assessment
Conclusion & Questions
The science of entrepreneurship is about skill, competency, and knowledge associated with growth and new venture creation.
The art of entrepreneurship is about the mindset of imagination, commitment and passion associated with innovation.
Torrance, Wendy E. F. (2013) Entrepreneurial Campuses: Action Impact, and Lessons Learned from the Kauffman Campus Initiative. Ewing Marion Kauffman Foundation. page 8
Traditionally the motivating force behind the creation of independent businesses that emphasize profits
Can also inspire an independent and innovative approaches to nonprofit programs and services
Those who identify a need—any need—and fill it.
a person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk.
Nelson, Brett. (2012). The Real Definition of Entrepreneurship - and Why it Matters. Forbes. June 2012. forbes.com
Those who identify a need and fill it. ..
a person who organizes and manages any enterprise, especially a business, usually with considerable
initiative and risk.
Entrepreneurial librarians do this in the context of their libraries.
Different from ‘true’ entrepreneurship:
Librarian usually remains at their job while developing their idea
Librarian sees opportunities within the library
Profit isn’t a primary objective
Consider everything - even unexpected ideas
Examine issues from every side
Use technology as a tool, not a goal
Fear of failure is the biggest enemy.
Have a single minded focus Expect opposition and obstacles Meet challenges with optimism Believe in the ability to succeed
Identifying a Need?ASK your users
◦ Surveys◦ Focus groups◦ Interactions with users
Think beyond traditional library services
Comment from students in a focus group:
“I don’t like to leave the library late at night to walk back to my residence hall. The shuttle stops running at 11pm and sometimes I want to stay and study until 2am.”
Is this the library’s problem?
Alert the Administration
Establish a Team
Establish leadership
Emphasize collaboration
Choose people with
the right skills
Brainstorming:
“Give the students cab fare”
“Implement a program to walk students back to their residence hall”
“Close the library when the shuttles stop running”
“Lengthen the hours the shuttles run”
Developing a Solution
“Give the students cab fare”
“Implement a program to walk students back to their residence hall”
“Close the library when the shuttles stop running”
“Lengthen the hours the shuttles run”
Choose the option that best meets the goal
The processes leading to new venture creation
With an emphasis on the role of the entrepreneur as one who organizes a venture and bears some degree of risk in return for rewards.
Cooper, Arnold C. “entrepreneurship” in Blackwell Encyclopedic Dictionary of Management. Lewis, Barbara and Dale Littler Eds. Blackwell Business. Print. 1997.
The Project: Provide a means for patrons to find articles they’ve identified in a database
The Product: Serials Solutions
The Team: Peter McCracken and his brothers
Identified a need
Developed a team with the necessary skills
Created a product that solved the problem
Modified it repeatedly as technology advanced
Worked with partners
Sold it to ProQuest
The Project: Provide an alternate means for faculty to assess the influence of their articles beyond citation counts.
The Product: Plum Analytics
Collects impact metrics in 5 categories
The Team: Michael Buschman, librarian and
Andrea Michalek, technology expert and serial entrepreneur
Identified a need
The founders had the necessary skills
Created a product that solved the problem
Modified it repeatedly as technology advanced
Worked with partners
Sold it to EBSCO
Innovation inside an established organization, using an entrepreneurial approach
This approach leads to:
development of creative new programs and services to benefit the library and its users
The project - a geospatial data clearinghouse for the US state of Idaho
The product - maps, images, demographic data and photos of Idaho’s geography
The team - University of Idaho, U. S. Geological Survey, Idaho State University
A creative idea, supported by a determined individual
A large scale team effort
Creation of a new entity
Unique information for a specific limited area
Based on deep understanding of data needs
The project - creating space for students with new digital media equipment, an early adopter of this concept
The product - a new library environment allowing students to experiment and create
The team - appointed by Dean - 7 library staff with varying expertise
An independent project, limited partnering Administrative support Drawing on strengths of existing staff
Using feedback from students and library staff to shape the vision
Project management to stay on time and within budget
Promotes innovation and change
Eliminates red tape
Empowers employees
Gains support from the top
Accepts risk and possible failure
What is Financial Literacy?
President’s Advisory Council on Financial Literacy describes Financial Literacy as “the ability to use knowledge and skills to manage financial resources effectively for a lifetime of
financial well-being.“
The Project:
The Product: a series of classes held over 6 weeks in the library to teach financial literacy to teens in the city
The Team: Greensboro Public Library, Greensboro,NC headed by Martha Larson, Business Information Specialist
Identified a need: financial literacy
Wrote and received grant funding
Connected community organizations
Developed a six week program on financial Literacy
Produced financially literate teens
Case Study Number 2:
Programs for People Experiencing Homelessness
http://culpeperchamber.blogspot.com/2011/12/helping-homeless.html
Homelessness in the United States
The condition of people without a regular dwelling. People who are homeless are most often unable to acquire and maintain regular, safe, secure, and adequate housing, or lack "fixed, regular, and adequate night-time residence.”
Tend to congregate in
downtown areashttp://en.wikipedia.org/wiki/Homelessness
http://culpeperchamber.blogspot.com/2011/12/helping-homeless.html
The project: develop a series of programs to help those experiencing homelessness
The product: a Peer Support Specialist position; sensitivity training for library staff and the general public
The team: Forsyth County Public Library headed by Elizabeth Skinner, in partnership with other culturalinstitutions
Peer Support Specialist ◦ Experienced homelessness in the past = trust
◦ Works with many service providers & knows them
◦ Matches services for people in the community
◦ “Meets the homeless where they are”
Sensitivity training for staff and community◦ Community read along
◦ Poverty simulation
◦ Film Series
People-◦ Expanded value to the community
Planet-◦ Not harmful to the environment
Profit-◦ Grant funded and sustainable for the duration of the project
◦ Unclear if either project will be sustained beyond the duration of the grant
◦ Greater “good will” and expanded library reach
Develop assessments that determine the effectiveness of program before it starts
◦ Identify most useful measures
◦ Prepare timelines for conducting assessments
◦ Revise program based on assessment outcomes
Sustainability◦ Is funding or profit sufficient
◦ Are inputs greater than return?
Human resources
Financial resources
Time and energy
◦ If project gains exceed the costs=sustainable
◦ If project costs exceed gains=unsustainable
Z. Smith Reynolds Library 5K race◦ Goal = to raise funds for a specific program
◦ Inputs
Human resources
Marketing
◦ Results
Positive: increased visibility in the community, collaboration
Negative: costs exceeded funds raised
End valuable efforts that don’t meet goals (or change the goal)
The spirit of entrepreneurship will lead a library to be more:
◦ Innovative
◦ Responsive to patron needs
◦ Future oriented
◦ Rewarding for employees
◦ Valuable to its institution or community