Models for Understanding Where We Are Today

Scott Hargrove, Fraser Valley Regional Library

Future of Libraries – May 2, 2014

What’s coming up

1. Competitive Threats2. Limitations on our ability to manage

threats3. Strategies we might use to thrive in a

new environment4. Models to articulate our position

Competitive Threats: Downloadable Digital Video Content Providers

Competitive Threats: Downloadable eBook Content Providers

Competitive Threats: Downloadable Music Content Providers

Competitive Threats: Free Programs and Activities

Competitive Threats: Lifelong Learning (Traditional Players, New Vehicles)

Competitive Threats: Lifelong Learning (New Players, New Vehicles)

Competitive Threats: Information Services

Pressure To Demonstrate Value In New Ways

Value for money proposition Lowest cost provider for comparable

service Scope creep from other services How to measure/evaluate library services

in a way that highlights the social value Firefighter vs. libraries – what’s essential

Sector Limitations

No “bet the company” manoeuvres Taxpayer scrutiny, Board strategic control, municipal

control, Unions, bureaucratic limitations, comparison to start-ups, funding stagnant

Control of and access to digital content End of the middle man – are libraries in this role? Opportunity for mediation is diminishing – but there

can be added value with expertise, contextual placement, analysis

Sector Strategies

Shaping the way we’re perceived by others Accomplishments (outcomes and outputs) Communicating our value in new ways:

shape public demand – exclusivity and accessibility

Demonstrating impact to our funders, the media and potential supporters

Sector Strategies

Incremental change, not disruptive change Evaluate traditional services and assess the

opportunity costs to remain in the business as opposed to investing in a new service – divest, offer alternative, offer replacement

Hedgehog Concept

What you can be the best in the world at

What you are passionate about

What drives your resource engine

Low risk, many

competitors

High risk, high

reward

Customer experience

; cost savings

High risk, defensive strategy

Incremental versus Disruptive:Picking Your Spot

Create new market

Minimal tech change

Manage existing market

Radical tech change

Gartner Magic Quadrant

Challengers

Leaders

Niche Players

Visionaries

Completeness of Vision

Ab

ilit

y to

Exe

cute