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Collecting Institutions in the Network Society
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Transcript of Collecting Institutions in the Network Society
Doctoral ResearchThe relationship between
public collecting institutions (museums, libraries and archives)
and 21st centurysocio-technical determinism
2003
Lobby government for funding to create integrated digital
collections
Advocacy
The synergy of collective action in a learning society
THE NETWORK SOCIETY
“Networks have become the predominant
organisational form of every domain of
human activity... The space of flows has
taken over the logic of the space of places.”
THE NETWORK SOCIETY
“The Internet has become a vital part of our
lives and our society.”Dutton, W. and Blank, G. Next Generation Users: The Internet in Britain. Oxford Internet Institute, 2011.
THE NETWORK SOCIETY
“The average UK citizen spends more time
each day using digital technologies and the
Internet than sleeping.”
…like 8 hours and 16 minutesOFCOM. Annual Communications Review, 2014
THE NETWORK SOCIETY AND CHANGE
IN 2002…
• STREAMING VIDEO was rare, short and choppy.
• WIRELESS HOTSPOTS were a novelty.
• MOBILE PHONES were used primarily for (gasp) phone calls
• A TUMBLER was a kind of drinking glass
• A TWEET was a type of birdcall
IN 2022 THE INTERNET WILL LIKELY BE DIFFERENT FROM THE INTERNET OF 2012
Karpf, D. 2012. Social Science Research Methods in Internet Time. Information, Communication and Society. Vol. 15, No. 5. June, pp639-661.
How do collecting institutions maintain strategic fit in the face of dramatic and continuing socio-technical change?
Research QuestionHow to provide online service offers that are
distinctive in form and maximise public value through
alignment with changing trends in user needs and
expectations?
SOCIO-TECHNICAL DETERMINISM: AN ATOMIC MODEL
The OUTER WORLDof socio-technical change The INNER WORLD
of public sector collecting institutions
MUSEUMS LIBRARIES ARCHIVES
SIMILARITIES AND DIFFERENCES
COLLECTING INSTITUTIONS
SIMILARITIES AND DIFFERENCES
THE OUTER WORLD OF SOCIO-TECHNICAL CHANGE
THE INNER WORLD OFCOLLECTING INSTITUTIONS
RESEARCH LANDSCAPE
CONVERGENCEAre there commonalities between museums, libraries and
archives?
READINESS POTENTIALHow aware and prepared are practitioners for uncertain future
possibilities in the digital space?
STRATEGIC OPPORTUNITIES Would they be similar for all collecting institutions?
STRATEGIC CHALLENGESWhat barriers to progress? How to deal with them?
STAGES OF ANALYSIS AND SYNTHESIS
1. Key trends in digital supply and demand in the Outer World 2000 - 2014
2. Analysis of the Inner World of collecting institutions
3. Comparative analysis and synthesis of the Inner World and the Outer World
4. Outcomes and future actions
Not where is socio-technical determinism going, But what makes it go?
What is driving the changes that are taking place?
OUTER WORLD
• Incremental change
• Slow diffusion of innovation
• Shared expectations
• Multi-channel society
• Access = travel
PRE-2000 BASELINE
INNER WORLD • Long, evolutionary histories
• Destinations
• Monopolistic merit goods
• Skills and values defined by public sector and collections
• Technical rationality, rather than strategic thinking
Key Trends in Digital Supply and Demand in the Outer World 1
• New business models, new markets• Speed of innovation and social diffusion• Social networking, crowdsourcing• Centrality of online life, 24/7• A social (agrarian) revolution:
The hunter/gatherer becomes online harvester
THE INTERNET AND SECTORAL CHANGELOSERS WINNERS
Recorded music industry Smartphones, iTunes, SpotifyTraditional book publishers ebooks
The High Street Amazon, eBayTravel agencies Expedia, TripAdvisor
Reference books, Libraries Wikipedia, GoogleTraditional telephony Skype, email
? Social networking servicesCinemas, terrestrial TV Video streaming
Key Trends in Digital Supply and Demand in the Outer World 1
Key Trends in Digital Supply and Demand in the Outer World 1
37 key issues synthesised from the evidence
The essence of determinism presented asFour Generic Drivers of Change
1. THE INTERNET AS DIGITAL COMMON CARRIER• Single channel• Internet protocol• Convergence • Instant two-way communication
2. THE INTERNET REDEFINES SPACE AND TIME• Global interconnectivity • Internet time is dog time• User impact - multi-tasking, meshing and mashing• Transaction costs are independent of time and distance
3. THE INTERNET POSSESSES ITS OWN GRAVITATIONAL FORCES• Scale • Growth• Impacts on supplier and user
4. THE INTERNET REDEFINES THE RELATIONSHIP BETWEEN THE SUPPLIER AND THE USER
• Innovation and risk – low entry barriers encourage risk taking and new ideas• Science of user engagement• Skills shift to support new technologies and service needs (the user can be part of the supply
stream)
FOUR GENERIC DRIVERS AND CHANGE
Analysis of the Inner World of Collecting Institutions2
COLLECTING INSTITUTIONS IN THE BROADER CONTEXT OF THE PUBLIC SECTOR
• Structure, policy and power• Public sector change and innovation• The generic Institutional Paradigm
INFRASTRU
CTURE
Top/down silos Within the vertically integrated structures of public service
Control, not collective action
While a controlling form of organisation, vertical integration
Destinations Primarily physical collections in fixed locations
Fragmentation Caused by organisational structures and nature of audiences and collections
Stability Neither incremental change nor structural fragmentation seriously hindered service delivery so long a social change was slow, funding levels were maintained and service monopolies uncontested
POLICY
Social purpose and practitioner
values
Defined by a long process of incremental evolution
Explicit policy Until the end of the 20th century limited to direction for statutory services and some basic standards assessment tools
Tacit policy For almost all of collecting institution history incremental evolution sustained a stable , monopolistic service paradigm that provided unchallenged and highly regarded merit good services
POWER
Locally In the absence of clear national policy direction, practitioners may be able to influence priorities and methods within local governance structures
Nationally The tradition of local services defined by geography or audiences the hierarchy of vertical integration and the fragmented nature of the three sectors have acted to constrain the ability to exercise collective power at national level to influence and shape policy
THE INSTITUTIONAL PARADIGM
RESEARCH LANDSCAPE
CONVERGENCEAre there commonalities between museums, libraries and
archives?
READINESS POTENTIALHow aware and prepared are practitioners for uncertain future
possibilities in the digital space?
STRATEGIC OPPORTUNITIES Would they be similar for all collecting institutions?
STRATEGIC CHALLENGESWhat barriers to progress? How to deal with them?
COLLECTING INSTITUTIONS:STRATEGIC CHANGE SINCE 2000
• Service delivery still rooted in the Institutional Paradigm
• Fragmentation continues - +2000 institutional websites, wide range of aggregators
• Lack of strategic or policy frameworks nationally
• Digital innovation is sustaining, not transforming
COLLECTING INSTITUTIONS:CONVERGENCE
• The digital artifact
• A shared mission – similar stories with different voices
• Common traditions of focus on education and learning and openness
• The Institutional Paradigm
• The reality of financial famine
• Central government policy toward the integration of digital services
“The purpose of museums, libraries and archives is to maintain and promote
collections and services to encourage people’s learning and enjoyment and to
develop communities”
gov.uk was the overall winner for Designof the Year 2013 for its well thought outyet understated design, making the user
experience simpler, clearer and faster
COLLECTING INSTITUTIONS:READINESS POTENTIAL
• Status Quo 2.0
• Technical rationality dominates
• Organisation-friendly innovation
• Minimal evidence of reflective practice
Risks of strategic change Social and financial price of mistakes; risk aversion
Organisational constraints Vertical integration limits structural change
Collecting institutions specific needs Sunk investment in physical collections, and user expectations may be put at risk
The limitations of incremental change
Industry friendly innovation is safe, but threatens loss of strategic fit
PUBLIC SECTOR: INNOVATION AND CHANGE
RESEARCH LANDSCAPE
CONVERGENCEAre there commonalities between museums, libraries and
archives?
READINESS POTENTIALHow aware and prepared are practitioners for uncertain future
possibilities in the digital space?
STRATEGIC OPPORTUNITIES Would they be similar for all collecting institutions?
STRATEGIC CHALLENGESWhat barriers to progress? How to deal with them?
Comparative analysis of Generic Drivers andOpportunities/Constraints for Collecting Institutions
Opportunities of the Generic Drivers Constraints of the Institutional Paradigm
THE DIALECTIC OF CHANGEDefining the key challenges for a collective future
THESISOPPORTUNITIES
ANTITHESISCONSTRAINTS
Potential of the Internet to increase social value of collecting institutions
Institutional Paradigm and lack of strategic planning
New relationship between supplier and user, new business models
Importance of the status quo; long established service patterns
The importance of presence in the digital space to meet emergent behaviours and build wider audiences
The value of the institution as physical destination
Rapid innovation and diffusion The risks of radical change
Implications of strategic change Constraints of structure and resources
Digital channel convergence Organisational fragmentation
Globalisation from gravitational forces Localism and vertical integration
Need for one voice and one message to promote collective value nationally
Absence of of explicit shared mission across collecting institutions
2. User relations and theboundary exchange
3. Speed of innovationand change
1. Common purpose and sharedstrategy in the digital space
CHALLENGE ONE
The quest for common purpose
Overcoming fragmentation
Placing the user at the heart of strategic developments
Moving beyond the Institutional Paradigm
Agreeing a common mission,finding a single voice
CHALLENGE TWO
The boundary exchange: from hunter/gatherer to harvester
User at the heart of developments;convenience and uniqueness
in face of competition
Confidence about the physical and the virtual
Learning as leitmotif
CHALLENGE THREE
The speed of innovation and change
How can collecting institutions maintain strategic fit today and future?
Balancing the long-term value of collectionsagainst changing behaviours and expectations
in digital use.
DO IT ONCE, DO IT RIGHT
Finding the means to create a collectiveapproach to a successful digital future
for the benefit of all citizens
Commitment to a shared digital future by all practitioner groups
Develop a single voice for advocacy and the power to influence policy
New approaches to strategy development replacing technical rationality with
reflective thinking
A BLUEPRINT FOR CHANGE:A Plan for Action
Potential benefits from resolving the Strategic Challenges
POSSIBLE MEDIUM-TERM BENEFITSOF THE DIGITAL KNOWLEDGE ECOLOGY
• POLICY• Clarity of purpose• Bottom-up engagement• Power and influence• Economies of scale
• THE USER AND THE BOUNDARY• Skills to create user-friendly delivery systems• Understanding of the processes of individual learning• Capability to demonstrate collective value at national level
• INNOVATION AND SUSTAINABLILTY• Agility in rapid testing of new ideas to maintain strategic fit• Shared practitioner skills and education • Redefining the collection for the 21st century
Thanks for listening
If not to change the world,to demonstrate that the world
of collecting institutionsmay need to change.
1. The quest for common purpose• Overcoming fragmentation
• Placing the user at the heart of strategic developments• Moving beyond the institutional paradigm
• A single voice for a collective digital future
2. The boundary exchange: from hunter/gatherer to harvester
• Scale, convenience and uniqueness to face off competition • Confidence about the physical and the virtual• Learning as leitmotif
3. The speed of innovation and change
• How can collecting institutions maintain strategic fit in the future?• Balancing the long-term value of collections against
changing behaviours and expectations in digital use.STR
ATE
GIC
CH
ALL
EN
GE
S
Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum
Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
HORIZON 1Sustaining Innovation
HORIZON 2Disruptive Innovation/Transformation Bridge
HORIZON 1Transformative Innovation
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum
Strategic fit
Time
H1
H2
H3
Three Horizons of Innovation
HORIZON 1Sustaining Innovation
HORIZON 2Disruptive Innovation/Transformation Bridge
HORIZON 1Transformative Innovation
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Mobile revolution
Christenesen, C. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Harvard Business School Press, 1997.Hodgson, T and Sharpe, B. Deepening Futures with Systems Structures. In Sharpe B, Heijden K van der. Scenarios for Success: Turning Insights in to Action. John Wiley & Sons; 2008. Leicester, G., Bloomer, K., Stewart, D. (2009). Transformative Innovation in Education. International Futures Forum