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Harvard Library Lab: Libraries need product development

Harvard Libraries’ new Library Lab “is inviting students, faculty, and staff to collaborate with the Harvard Libraries and serve as co-creators of the information society of the future.” “The University-wide Library Lab is designed to leverage the entrepreneurial aspirations of Harvard students, faculty, and staff, who can propose projects in all areas of library activity.” Projects are submitted via proposal, but they don’t have to be long, sweat-equity proposals; instead the proposals sound quite reasonable – or people can submit an idea and initiate a discussion.   Projects are judged on entrepreneurialism, scalability, openness and experimentation.

There’s a lot to like about this initiative, not the least of which is that it is approaching library service management from the “full” perspective — from idea to design, development, pilot, delivery, management, maturity, and finally divestment.  Libraries have not (to my knowledge anyway) had R & D functions — which is absolutely critical for new concepts.

Wouldn’t it be cool if some of the agencies supporting libraries adopted this lab model too?

Stack View (below)  is a book “neighborhood visualizer” designed to allow users to browse Harvard’s virtual library stacks. Stack View is a project of the model library lab at Harvard Law School. Image credit: Jeff Goldenson—Harvard Law School Library.

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Managing Library Service Portfolios

There’s an increasing interest among libraries in the the concept of managing their service portfolios. For good reason. We all know that libraries and information organizations are service organizations that like nothing better than adding services, enhancing services, and customizing services.  But suggest that some services be phased out or eliminated to make room for new services and there’s this eerie silence…..these sideways glances…..a few sighs….and a lot of resistance.  It doesn’t seem to matter how burned out staff are, many libraries just find it incredibly difficult to stop certain services.

Yet the reality is that a library’s service portfolio is its very lifeblood. An over-stuffed portfolio of too many services is confusing for customers and draining for staff, processes and resources.  Imagine a garden that’s never weeded or pruned —- it’s impossible for new plants to take hold or be seen, and even the strongest plants are eventually choked.  For libraries to keep their service offerings fresh, relevant and innovative, they have to manage the lifecycle of their services: new services eventually mature and need to either be revamped or divested.  Yes, divested — ceased — stopped.

So, how should libraries decide what services need to be started? continued? stopped?  By committing to manage their portfolio of services.  That is, all the services they offer to balance risk (usually the new services) and value.

Sounds reasonable, but it’s very difficult for service-oriented organizations like libraries to stop offering a service, even if there are only a few clients really

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