1. Models for Understanding
Where We Are Today
Scott Hargrove, FraserValley Regional Library
Future of Libraries – May 2, 2014

2. What’s coming up
1. Competitive Threats
2. Limitations on our ability to manage
threats
3. Strategies we might use to thrive in a
new environment
4. Models to articulate our position

3. Competitive Threats: Downloadable Digital
Video Content Providers

4. Competitive Threats: Downloadable eBook
Content Providers

5. Competitive Threats: Downloadable Music
Content Providers

6. Competitive Threats:
Free Programs and Activities

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

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

9. Competitive Threats: Information Services

12. 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

13. 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

14. 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

15. 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

16. Hedgehog Concept
What you
can be the
best in the
world at
What you
are
passionate
about
What
drives your
resource
engine

17. 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

18. Gartner Magic Quadrant
Challengers Leaders
Niche
Players
Visionaries
Completeness of Vision
AbilitytoExecute