How to Leverage Analytics in Your Special Library

Posted byLucidea

One of Lucidea’s goals is to ensure a high return on investment for our clients. Per Wikipedia, “A high ROI means the investment's gains compare favorably to its cost.” Please read on for an example of how to think about and measure gains after implementing a Lucidea ILS or KM solution.

One of our clients, a life sciences company with $600 million in revenue, successfully captured content in a records management system, but ultimately realized it was not designed for information retrieval. Their library implemented Inmagic Presto to dramatically expand access and searchability, taking enterprise content from a “vault” and making it discoverable, while integrating with other organizational information sources and assets.

After implementing Presto, the client conducted a survey of research scientists. What were the results? Research scientists reported:

 •10% less time spent on searching
 •$200,000 savings a year
 •10% less time spent looking in email for content that is now easily accessible via Presto

Our products have many options for conducting analysis on collections, resources and workflow, and making it easily available through management reports—but sometimes it isn’t the Lucidea product that generates the numbers, although that’s always useful. Often, it is the use of our product that delivers visible, tangible results, measurable through observation, surveys, interviews, etc.

If you couple analytics captured via your Director’s Dashboard, or your Request Management Dashboard (both easily built in SydneyEnterprise, for example) with data derived from your end user population, it’s easy to convince your leadership of the high return on your investment in our ILS or KM solution. And perhaps when you develop a reputation as a great steward of your company’s money, you’ll even get a bigger budget! 

10 Important Elements of an Organizational Knowledge Ecosystem

Posted by Lucidea on 3/1/2018

In their interesting blog post, 10 Tips for Creating a Knowledge Ecosystem in your Organization, a group of Wiley publication editors share their insights on effective KM practices. As a result of seeking a “better understanding of how knowledge is constructed and how it is connected to prior learning”, they compiled a list of ten knowledge ecosystem elements.

Knowledge management is not an activity that exists in a vacuum. In order to be successful, any KM program needs to fit tightly with your organization’s culture, workflows and strategic priorities—and must always incorporate a “people” element. Wiley editors from their various journals, including Journal of Organizational Behavior, Knowledge and Process Management, and the Human Resource Management Journal identified the elements of a “Knowledge Ecosystem” listed below.

1. Allow for Flexibility
2. Embed Learning in Everything
3. Set Clear Open Innovation Objectives
4. Overcome Selfishness by Using Selfishness
5. Actively Identify Critical Knowledge
6. Foster Authentic Leadership
7. Balance Your Open and Closed Activities
8. Create a Competitive, Free Market-like Environment
9. Review the Quality of the Knowledge
10. Create a Psychologically Safe Environment

You can read the details of these tenets here: 10 Tips for Creating a Knowledge Ecosystem in your Organization. It’s worth noting that KM technology can support many of these tactics, especially if you think beyond the traditional ways of using a KM application. Check out the post and tell us what you think.

Benefits of Knowledge Management - Part 2

Posted by Stan Garfield on 11/22/2017



As mentioned in my first post on this topic, in order to sell knowledge management to your stakeholders, you first need to become a KM expert yourself. As an expert, you’ll develop a very clear understanding of KM’s benefits to your unique organization. I included seven of the major benefits of having a successful knowledge management program in Part One of this post; here are another eight—drawn from my new book, Proven Practices for Promoting Knowledge Management.

Processes and procedures can be standardized and repeatable
If standard processes and procedures have been defined, they should always be followed. This allows employees to learn how things are done, leads to predictable and high-quality results, and enables large organizations to be consistent in how work is performed. When there is a process for creating, storing, communicating, and using standard processes and procedures, employees will be able to leverage them routinely.

Methods, tools, templates, techniques, and examples are available
Methods, tools, templates, techniques, and examples are the building blocks that support repeatable processes and procedures. Consistent use of them streamlines work, improves quality, and ensures compatibility across the organization.

Unique expertise becomes widely accessible
When there are experts who have skills that are in short supply, they are usually in great demand. Knowledge management helps them make their expertise available to the entire organization. Ways of doing so include community discussion forums, training events, “ask the expert” systems, recorded presentations, white papers, podcasts, and blogs.

Customers can see exactly how knowledge is used for their benefit
In competitive situations, it is important to differentiate yourself from other firms. When you demonstrate to potential and current customers that you have widespread expertise—and ways of bringing it to bear for their benefit—it can convince them to start or continue doing business with you. Conversely, failure to do so could leave you vulnerable to competitors who can demonstrate their knowledge management capabilities and benefits.

Accelerated customer delivery
Speed of execution is another important differentiator among competitors. All other things being equal, the company that delivers sooner will win. Knowledge sharing, reuse and innovation can significantly reduce time to deliver a proposal, product, or service to a customer. And that translates into increased win rates, add-on business, and new customers.

Organizations can leverage scale
As an organization grows, the increasing size is only a benefit if it can use its employees’ collective knowledge. Through the use of tools such as communities, expertise locators, and repositories, the full intellectual power of a large enterprise can be exploited.

The best organizational problem-solving experiences are reusable
Consistently applying proven practices can significantly improve any company’s results. For example, if a manufacturing plant in one part of the world has figured out how to prevent the need for product rework, and all other plants around the world adopt this practice, savings will flow directly to the bottom line. By establishing a process for defining, communicating, and replicating proven practices, an enterprise takes advantage of what it learns about solving problems.

Innovation and growth are stimulated
Most businesses want to increase their revenues, but it becomes increasingly difficult as industries mature and competition increases. Creating new knowledge through effective knowledge sharing, collaboration, and information delivery can stimulate innovation. If you achieve this and many of the other 14 benefits enabled by knowledge management, you should be able to achieve growth.

Platform vs. Application—the KM Conundrum

Posted by Ron Aspe, CEO on 12/21/2017 

The biggest mistake people make when selecting a KM system is to choose a platform instead of an application. The business case is dazzlingly simple—yet many organizations overlook it.

Where the problem starts…
A platform is a tool used by software developers to build a KM application. SharePoint is an example of a platform. It can be used to develop a KM application.

A KM application is a tool used to manage knowledge. Lucidea’s Presto is an example of a KM application. There are literally hundreds of ready-to-use knowledge management applications.

If you want a quick solution to a KM problem:
Buy a KM application. Within 10 minutes of seeing a solution you’ll know if it is the right system for you – assuming you’ve figured out your business and functional requirements. Seriously, if it takes more of your time than that, it’s probably not the right KM application for your organization. In that case, either look for another vendor or insist they show you how to configure it to match your needs while you watch. Some systems are amazingly flexible. Best of all, the most powerful KM applications can be up and running within days.

Why not go with a platform and build the perfect solution?
Because it will take person-months if not person-years to get it right. Contrast this with the few weeks of vendor demonstrations you’ll go through to find the perfect application and you’ll see there really is no comparison. It’s the same reason we all buy clothes off the rack. Sure, some clothes require alteration—but who goes to the tailor these days for custom suits. Yes, they have the fabric, scissors and sewing machines, but do you have the time and money?

One other key point—excellent KM solutions can share data with other applications and platforms. In fact, I wouldn’t recommend buying one that can’t. This important capability ensures your knowledge assets are always accessible and portable too!

So, you already have a platform?
Sticking with the clothing analogy, it’s not the fabric that expensive, it’s the labor. This is easy to test. Just as you expect your KM application vendor to demonstrate a viable solution, ask your platform developer to show you what they can deliver right out of the box. Then ask them how long it will take to make the changes you need. Then, do the math. Consider your time plus your programmers’ time. Even if your IT department doesn’t charge back the hours they spend on your KM project, there is an organizational cost.

IT resources are never free:
KM projects that involve using a platform to develop an application will have to compete with all other projects in the organization. Your KM project will always be competing with other IT demands because there will be continual updating and maintenance required, even after the initial development. Let’s be realistic, where does your KM project stack up on the IT department’s priority list?

Fast, efficient and risk free:
The argument in favor of an out-of-the-box KM application is clear. (And remember that SaaS solutions are ready to go, with no hardware to buy, no up-front license fees and continual maintenance and updates.) Best of all, there is nominal risk. You’ve already seen the solution, checked vendor references, and made your decision. Choose an application rather than a platform and you’ll be up and running in days—and delivering effective, relevant KM capabilities in a matter of weeks.

Elevator Speeches: No Magic Beans

Posted by Stephen Abram on 19 Dec 2017, Lucidea

Over the past few years we have heard a lot about the special role of elevator speeches—those sound bites you practice in case you have the ear of a key decision maker or influencer in your organization for a few floors. I love this tactic, but let’s remember that it’s just a micro-skill and we can’t leave our communication strategies up to chance encounters. Let’s learn how to make our own magical moments.

We’re told to craft a few engaging, short stories or facts and install them in the heads of decision makers during a quick elevator ride. Then, magically, good things could happen. There are even many examples of where this strategy worked.

But what are the next steps after you’ve baited the hook with your elevator speech—making sure to be interesting, intriguing, and to include a call to action? I like to think about the below as steps in developing a new relationship. Not quite speed-dating but definitely getting to know each other better.

The Starbucks Latté Chat
Nearly everyone likes one of the ubiquitous Starbucks™ beverages. Slyly insert, into casual conversations, a query about what someone’s favorite Starbucks is. Is it different in summer? Do they change their choice from morning through evening? Do they actually prefer Seattle’s Best or Tim Horton’s? Then, later, call them when you know they’ll be jonesing for a fix, ask them out for 15 minutes, and say you’ll treat them to their favorite Starbucks. What do you get? 15+ minutes instead of an elevator ride. It’ll be the best five bucks you ever spent. Be prepared to be social and listen and have your ideas ready too. Pick them up at their desk so you have the walking time as well. And don’t put all your eggs in one basket; make sure you repeat this with many key influencers and decision makers.

The Hot Dog
Graduate to the Hot Dog Stand. This is perhaps an urban trick where quick lunches of NY cut fries and kosher hot dogs on the street are part of the downtown and business district cultural fabric. Maybe there’s something similar on campus or in your town. Anyway, this gives you half an hour to chat and plan together. You also get to know each other better. Your goal might be transferring ideas, excitement and information—or planning a future larger meeting. Either way, you now have a deeper relationship with a person who matters. You might even make a friend, but in any event you’ll have a closer colleague. You’re entering the inner circle’s orbit. And you get 30 minutes!

Lunch, Dinner and Social Events
As you earn the right to be part of the networked team, you’ll have more opportunities. Just remember not to be all business, all the time. People want professional relationships with other people, not fellow employees. And these events give you the opportunity for longer interactions and multiple targeted conversations.

The Meeting
Now you’re there. Several people who matter are primed to hear your big ideas, delivered in a more fulsome manner than an elevator speech or a budget line item discussion. You’ve already confirmed they’re aware and interested. This is your chance to shine and bring in the big guns—formal PowerPoints and handouts and a request for more consideration and alignment with the organization’s bigger strategies. You can do it. You’ve already worked the room in advance! On the other hand, try to attend a meeting as an attendee first, rather than as a presenter. Get to know the meeting culture and players.

Keeping the Energy Flowing
Lastly, here’s just one more piece of advice. This isn’t a budget strategy—it’s almost always wrong to introduce new ideas in the formal financial side of the budgeting process. That’s usually where cuts happen, not investments. New program investments and priority choices happen throughout the year in thousands of small conversations and strategic planning meetings. Be political and keep your mind on the long term goal. Align yourself with the enterprise’s most exciting goals.

Elevator Speeches: No Magic Beans

No Collar, No Library Service? Surely Not…

Posted by Lucidea on 10/19/2017

The CKO of Microsoft Services Has a Surprising Perspective on Knowledge Management, KM blogger Nancy Dixon summarizes a conversation about people, process and technology with Jean Claude Monney, CKO of Microsoft Services. Mr. Monney touches on “no collar” workers, who should be added to “white collar” and “blue collar” when we talk about the people side of knowledge exchange.

The Gig Economy
The term “no collar” is really associated with the emerging “gig economy,” which is a trend resulting in the prevalence of short-term contracts or freelance work as opposed to permanent jobs.

While many temporary employees find themselves in that role because of economic pressures, it’s true that gig workers often adopt gigging as a lifestyle, because they want flexibility and a particular quality of life; they don’t want to be chained to one organization and they want to do the kind of work they enjoy. Many are doing work within large entities, in roles such as software development, product research, scientific R&D—activities normally associated with being embedded in an organization, and which require access to (and creation of) intellectual capital. So, what happens to the knowledge produced, acquired or enhanced during a gig?

How can special librarians support gig workers?
Because special librarians are the custodians and managers of organizational knowledge assets, providers of information literacy training and research guidance, and play a significant role in making sure the right information is only seen by the right people, gig workers will likely present a unique challenge if the trend continues as predicted.

Three areas of impact that come to mind are:
Customized onboarding—role-based, timely, proactive and brief
Permissions management—leverage an ILS or KM platform with very granular access rights
Exit interviews—work with HR to develop a structured and mandatory knowledge capture framework for all gig workers

Have you been thinking about how special librarians may be affected by gig workers, and ways to share and capture the knowledge needed and generated by this new group of collarless employees?

If so, please comment below.

Build Versus Buy—3 Points to Ponder

Build Versus Buy—3 Points to Ponder

Posted by Ron Aspe, CEO on 12/16/2016

There are a few key things to consider when deciding between building your own library, KM or collections management system versus buying one: All it takes to develop your own solution is time, money, effort, and a willingness to accept risk.

Time
Developing a simple, well designed, properly documented, and fully tested system usually takes at least a person year of effort. Therefore, if you only have one developer, it will take a year to get the project done. More complex applications will take several person years of effort.

Reality check: Most companies in the business of developing software have a dedicated, full-time team of programmers. Is it realistic to think you can develop a good application in a reasonable time period?

Money
Software engineers, analysists, designers and project managers are not cheap. If a simple project requires a person year of effort, factor in salaries and benefits (or consulting fees) and you will invest about $100,000. You should expect to spend five times that—or even more—for a complex solution. Even if you do get ”people for free” because they already work within your organization, you still need to determine whether they are qualified, committed and, most importantly, can build a system that’s easy to maintain after it’s built.

Reality Check: True story—I know a library manager who hired a single programmer to develop a very basic system for her organization. The organization was forced to cut staff. They kept the programmer because nobody else could maintain the system. The role of the library manager, however, was eliminated.

Effort
Designing a system from scratch can be fun. The work is very creative and absorbing. It also requires a lot of strategizing and planning. Are you (or your teammates) able to perform your regular work assignments as well as make the effort it will take, working with developers, to envision, document and test a brand new piece of software?

Even if you choose open source (which is free up front), there’s a lot of work to be done to get the software to work the way you want it to. If you don’t have the resources on staff, you’ll need a consultant. And as with any application, it will need to be updated periodically by a qualified developer.

Reality check: There are many companies in the business of supporting open source software—and they all have lots of developers, technicians, and consultants on staff. If the software is already built, what are they doing? Implementations, maintenance and customizations. All of which will require your involvement and continued effort.

Risk
While some IT projects do complete on time and on budget—most don’t. And of those which do, most require the end users to accept some major compromises. What impact will not having the system done on time and budget have on your organization and your team?

Reality check: It is important to understand that there are six stages in most custom software development and implementation projects: enthusiasm; disillusionment; panic; search for the guilty; punishment of the innocent, and praise for the uninvolved.

Still want to do it yourself?
Your first step should be to take a long hard look at all off-the-shelf solutions that could do the job you want done. Then, get your development team or consultant to provide you with a feature-by-feature time estimate for replicating your favorites. This will save a lot of design cycles, and more importantly, allow you to understand how much effort building each of the functions will require. Lastly, once you are equipped with estimates, you can prioritize. Which capabilities are must-haves and which are nice-to-have?

And who knows? Along the way, you might find an existing solution that fits your budget and matches your needs. Happy hunting.