Leadership Summit: New operating models #4


Library Leaders Summit launches Tuesday morning @ Computers in Libraries 2017. This final post poses some of the ‘prickly topics’ leaders must surface – must handle no matter how prickly or awful those topics are to pick up and manage. What’s a prickly topic? It’s a topic that we must address, vulnerably and honestly — like our operating models. Ewwww……. I can imagine people thinking, “our operating model? the way in which we operate? in which libraries organize and run their locations? services? processes? but we are already lean! we operate on a shoe-string!”

All the more reason for libraries to look through the lens of other organizations to examine the readiness of library operating models to be future-proofed or, really, future-successful. Here’s the last article to consider as you prepare for the Summit reflections, debates and discussion: from McKinsey & Company: How to start building your next-generation operating model. Makes sense, doesn’t it? Since we all agree that the future will be different – how can we not change our operating models to fit future conditions?

McKinsey advises that the successful transformations of operating models rely on these building blocks:

Building Block #1: Autonomous and cross-functional teams anchored in customer journeys, products, and services Building Block #2: Flexible and modular architecture, infrastructure, and software delivery Building Block #3: A management system that cascades clear strategies and goals through the organization, with tight feedback loops Building Block #4: Agile, customer-centric culture demonstrated at all levels and role modeled from

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6 Steps to Decision-Makers & Staff Buying Solutions “With” You


A few months ago I wrote about the “buy-with” concept from Sam Harrison’s “IdeaSelling: Successfully Pitch Your Creative Ideas to Bosses, Clients and Other Decision Makers”. Harrison contends, and we agree, that it is much more success-oriented to gain decision-makers’ agreement and approval when you build their understanding throughout a project than to wait until the end and try to wow them with a “isn’t this terrific!” presentation. “Buy-in” is a dangerous game; it’s ultimately better for all concerned to be buying together than to say “come on in!” at the end.

In this cost-conscious climate we’re often asked to help organizations review their information services and develop recommendations “within new parameters” (translation: “we have fewer employers…or… the university’s overall budget is begin reduced & everything’s on the Web anyway, so we can’t spend this much on information services/libraries”) And, of course, the decision-makers controlling the library or information services want the recommendations tomorrow (ok, I exaggerate — they want it in a week…sigh….which is just as difficult)

We’ve worked hard not to be “eagle consultants” who swoop in, perch awhile, peer around, leave some droppings and fly off again. Staff involved with information services need to be involved in this project, no matter what. And so must those making the final decision. It’s a bit like planning and delivering a delicious meal for decision-makers (ok, probably not a good analogy, but try it for a minute). You have to be clear at the outset if there are any allergies

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