My “must” reading for the past 15 years has been Harvard Business Review. About 6 years ago I added Rotman from University of Toronto’s Rotman School of Management to the “must” list. To be honest, there’s nothing else on that list. Just these two journals. The articles are often based on solid research, usually incredibly interesting, and frequently force me to think differently. These journals target business and management leaders. Many of the influential stakeholders for libraries in the public, academic, government and profit sectors are business and management leaders. We need to know how they think. And we certainly need to think differently.
Joe Rotman, a highly successful, respected businessman and philanthropist died recently. Roger Martin, renowned management author and thinker, and the 1st dean of the Rotman School, wrote in the Spring 2015 Rotman issue of how Joe Rotman “rewired” Martin’s brain. Given that the library sector is essentially shifting below our feet, it behooves us to consider the 4 fronts on which Rotman changed Martin’s thinking and use these to change our own thinking:
Nothing is Not-doable
There’s 2 parts to this truism: first, that if you want to “do” it, then do it. In 1998 when Martin became dean of Rotman, that management school wasn’t even in the rankings or the radar with its competitors. Joe and Roger envisioned it in the top 5 – which most people thought was crazy – ‘not-doable’ for sure. Yet Joe taught Martin that anything is doable so long as
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