1. MANAGING LIBRARY TRANSFORMATION TO MEET THE CHALLENGES OF A NEW ERA Egbert D. Gerryts Academic Information Service, University of Pretoria, South Africa 24 th Annual IATUL Conference, Ankara, Turkey, 2-5 June 2004

2. OUTLINE Why this paper on transformation management Why this paper on transformation management Cycles of development and transformation Cycles of development and transformation Phases of complexity in transformation Phases of complexity in transformation Balance between transformation and degree of maturity Balance between transformation and degree of maturity Organizational life cycle Organizational life cycle Role of Balanced Scorecard in phases of transformation Role of Balanced Scorecard in phases of transformation Team building and functioning Team building and functioning Strategic framework for the transformed organization Strategic framework for the transformed organization

3. PREVIOUS PRIMARY CYCLE 1990 NEW PRIMARY CYCLE (NEW FIVE YEAR PERIOD) 1994 Secondary Cycle 1991 Secondary Cycle 1992 Secondary Cycle 1993 Year 2 Year 3 Year 4 Year 1 Year 5 Broad based Planning Committee Continuing Planning Committee Broad based Planning Committee Change collection-aimed functional structure into a market-orientated matrix organizational structure (Strategic Thrust, 1990) Change matrix orientated structure into service orientated network organization (Strategic Thrust, 1994) Data Collection

4. PHASES OF ORGANIZATIONAL DEVELOPMENT Evolution stages? Revolution stages? 1. Crisis of LEADERSHIP 1. Growth through CREATIVITY 2. Crisis of CONTROL 3. Crisis of RED TAPE 4. Crisis of positioning 4. Growth through COLLABORATION 3. Growth through COORDINATION 2. Growth through DELEGATION Phase 1 Phase 2 Phase 3 Phase 4 StructuredOrganization Network Organization Conventional Mature Degree of transformation Degree of maturity

5. FOUR PHASES IN TRANSFORMATION 1990 - 2003 FOUR PHASES IN TRANSFORMATION 1990 - 2003 Crisis of value (R0I) 4. Integration with academic processes 2002 - Crisis of identity 3. Knowledge Management 1998 - 2002 Crisis of control 2. Virtual library/Networking 1994 - 1998 Crisis of Structuring 1. Information as a resource 1990 - 1994 Time Complexity

6. Academic Information Service: Organizational Life Cycle 1990 - 2003 ? 1. Library Service 1980 - 1990 2.Information Service 1990 - 1994 3. Virtuality 1994 - 1998 4.Knowledge Management 1998 - 2002 5. Integration academic processes 2002 -

7. Linking measurement and strategy (Balanced Scorecard) 1.Driving force 2.Vision 3.Values 1.Driving force 2.Vision 3.Values To our shareholders (financial) Business Orientated To our customers Indispensable Indispensable With our processes Integrated processes To our staff Ability to innovate Value for money Relevant services and products Cost effectiveness Attitude motivation values Benchmarking Customer satisfaction Management information system Culture and climate audit Our vision of the future If we are successful, how shall we be different? What are our critical success factors? How can we measure?

8. Processes Scholarly Communication Customer Communities of Practice (COP’s) Information Portal Financial: Shareholder Intellectual capacity and property Learning & Growth Communication skills Relationship management Vision Strategy Vision Strategy Knowledge Management BALANCED SCORECARD: PHASE 3 1998-2002 BALANCED SCORECARD: PHASE 3 1998-2002

9. Customer Learning center Research information Service Processes Information Management & Procurement Service (IMPS) Financial: Shareholder Measurement & Productivity Value Return on investment (R0I) Learning & Growth Richness of Diversity Training programmes Vision Strategy Integrated with academic processes BALANCED SCORECARD: PHASE 4 2002- BALANCED SCORECARD: PHASE 4 2002-

10. FOUR LEVELS OF CHANGE (Blanchard) DIFFICUTLY TIME Behaviour (Group) Behaviour (Individual) Attitudes Knowledge

11. TEAM FUNCTIONING Team performance More the same; less critical Cohesion Relationship between team performance and cohesion

12. TEAM BUILDING Result: Activating abilities and potential Result: Activating abilities and potential Develop capacity Future Focus Basic Focus (reflection) Interpretation Above dotted line: Team looks good Below: Not to be neglected Necessary for team to look good in the long run Issues Role clarification Problem solving Intra-team process analysis Characteristics of winning team Diversity Spreading intellect At least one innovator Adapt to weak points in team Mature personalities (sensitive towards others, in charge of emotions)

13. STRATEGIC FRAMEWORK OF THE TRANSFORMED ORGANIZATION FUTURE PICTURE OF ORGAN- IZATION Emergent reality Control Commitment Goals Vision & Mission statement Values Fulfillment of stakeholder needs Time present Time - future Plans Policies Procedures Rewards Required Behaviours Shared meaning Sense of belonging Common frames of reference Alignment Profitability (output vs input) Growth in use Service Quality Market: professional & expertise leadership On-time delivery High morale etc Adaptability Autonomy Cooperation Creativity Development Diligence Humor Initiative Moral integrity Openness Orderliness etc Customer needs Employee needs Shareholder needs Society needs, etc Soft Systems Intangible Hard Systems Tangible

14. LEARNING AND GROWTH Internalize vision Internalize vision Accept ownership Accept ownership Positive attitude Positive attitude Communication skills Communication skills Multi-skilling Multi-skilling Team ownership Team ownership Client focus Client focus Commitment and empowerment Commitment and empowerment New competencies and skills New competencies and skills Networking and relationship management Networking and relationship management

15. ROLE OF THE LEADER: CHARACTERISTICS Capacity to act Capacity to act Focus on customer satisfaction Focus on customer satisfaction Result orientated Result orientated Responsibility for resources Responsibility for resources Accountability for process Accountability for process Accountability for well-being of team Accountability for well-being of team Mentor Mentor Team integration Team integration

16. THE FINANCIAL PERSPECTIVE Alternatives for continuous expansion of buildings Alternatives for continuous expansion of buildings Taking services and products to the client Taking services and products to the client Alliances and partnerships Alliances and partnerships Alignment: higher education and university strategies Alignment: higher education and university strategies Learning culture Learning culture Role of professional academic Role of professional academic Business orientation Business orientation Innovative culture Innovative culture Return on investment Return on investment

17. THE CUSTOMER PRESPECTIVE Living the value: “client is king” value Living the value: “client is king” value Client and market differentiation Client and market differentiation Defunctionalization Defunctionalization Service level agreements Service level agreements Internal and external clients Internal and external clients COP’s COP’s Info portal Info portal Scholarly communication Scholarly communication

18. INTERNAL BUSSINESS PROCESSES Defunctionalization Defunctionalization Service units Service units Change management Change management Team management Team management Competency and skill development Competency and skill development Facilities and services Facilities and services

19. INTERNAL WORK PROCESSES Process re-engineering Process re-engineering Effectiveness and efficiency Effectiveness and efficiency Frontline and back office Frontline and back office Networking and partnerships Networking and partnerships

20. TRUST: SIX RULES 1. TRUST IS NOT BLIND: Small groupings of people to know each other well Small groupings of people to know each other well 2. TRUST NEEDS BOUNDARIES: Vision-Mission-Goal. Leave worker to go on Vision-Mission-Goal. Leave worker to go on 3. TRUST DEMANDS LEARNING: Tolerate mistakes Tolerate mistakes 4. TRUST DEMANDS OPENNESS TO CHANGE: Be future orientated Be future orientated 5. TRUST NEEDS BONDING: Small and larger groups must merge Small and larger groups must merge 6. TRUST NEEDS TOUCH: Staff must meet in person Staff must meet in person (Charles Handy. Harvard Business Review 73(3) 1995: p. 178)

21. Financial (Shareholders) R0I Processes Fuel consumption Air speed Attitude Learning & Growth Co-pilot/Navigator Customer Catering Vision Strategy FlyJohannesburgAnkara BALANCED SCORECARD

22. Customer Customer focus Access vs ownership JIT vs JIC Processes Integrated systems Compensation system Financial: Shareholder Business orientation – paper-based  electronic Vision Strategy Manage academic info as resource BALANCED SCORECARD: PHASE 1 1990-1994 BALANCED SCORECARD: PHASE 1 1990-1994 Learning & Growth Training information specialists New competencies* *Competency: Umbrella term, covers almost anything that might directly or indirectly affect job performance (Charles Woodruff, 1993)

23. Customer Service Units Process ownership Processes Defunctionalize Network organization Financial: Shareholder Demonstrate innovation Learning & Growth Team development Vision Strategy Virtual Library BALANCED SCORECARD: PHASE 2 1994-1998 BALANCED SCORECARD: PHASE 2 1994-1998