Apr
15
Sunset in Fiesole
Filed Under Blog, eBook, Education, eLearning, Industry Analysis, internet, Search, semantic web, social media, STM, Uncategorized, Workflow | Leave a Comment
The 14th Fiesole Retreat for academic librarians, publishers and researchers continues to provide an accurate guage of the direction and rate of change. Looking down over Florence from the European University Institute is to be reminded that renaissance and reformation come to all who wait, only in the digital world they come quicker. So the conference agenda had librarians morphing into anything but librarianship, publishing defending the indefensible, and scholarship apparently rooted in the minds of both as pursuing a very narrow track of priorities and activities. While a new world was clearly waiting in the wings, we were all reluctant to signal the Last Post. And that’s just the problem with these civilized events – they are so civilized!
Bruno Racine, French cultural politician and Director of the Bibliotheque Nationale de France, set the style from the kick-off. In an untroubled world, his great priorities, alongside building greater audio collections and newspaper archives, were developing the great French Gallica collection and furthering the cause of Europeana. Like a bandsman on the Titanic, so much in our media minds this week, this sounded like an invocation to keep playing. Fortunately the untroubled water was soon disturbed by Carol Tenopir, quiet revolutionary of many years standing, who started to throw some hand grenade facts into the water. Did we know how completely the scholars had deserted the library? Well, we do now. In a world where between 78 and 88 per cent of articles read are read digitally, 62% of those readings are in the laboratory, 26% at home and 10% while travelling. Only 2% are conducted on library premises. As each subsequent librarian presentation began with a picture of ever newer and more lavishly appointed buildings, one deep psychological gap yawned open. The scholars have gone nomadic, but the services that support them are rooted in expensive real estate.
But not always. In a brilliant demonstration of how lateral thinking is not confined to certain roles or age groups, Sylvia van Petegham, Chief Librarian at the University of Ghent, talked about relocating her library, or, rather her users MyLibrary, in the Cloud. She underlined the importance of the Amazon announcement on CloudSearch (I have a fantasy of my grandchildren saying that I am so old that I could remember when Amazon was a bookseller!). She spoke of what her team had learned through the Los Alamos SharedCanvas experimentation, and she emphasized many times the collaborative nature of the whole enterprize. In fact, when her conclusions emerged as “provide detailed metadata for free; publish for machines; create stable and durable links and URLs “I knew that I was listening to a publishing presentation after all. She said that when she first saw what Google could do “I became a Humble Librarian”. I find that very affecting, but not wholly true. I suspect that she found at that moment that the professional divisions of the real world had fallen away, and it was perfectly permissable for anyone to do anything now. Clear the way, we need to find this lady a place in the Titanic lifeboats right now!
But in some ways Sylvia’s theme had already been established. Deanna Marcum, now running Ithaka S+K after her years running the Library of Congress, got us thinking about Knowledge Navigators, and the importance of capturing the art and lore of collections specialists before it was lost. Mike Sweet of Credo had reminded the preconference that there is nothing wrong with discovery services that cannot be fixed in the reference layer, and Alix Vance of GeoScience World alongside Fiona Murphy of Wiley illustrated the collaborative nature of niche content provision. But it was one of the questions that triggered a key idea: do we Brand library services successfully? Then I knew that a prognostication of the first Fiesole meeting that I attended 12 years ago was becoming true: librarians were becoming publishers, but what on earth would publishers become?
If the presentations of Blaise Simque and Stephen Barr, respectively CEO and International President of Sage were anything to go by, then the answer would be “Really Nice People”. And responsible executives moving along the track of providing users with what they apparently want – several Open Access options, plenty of scope in pricing models to deal with individual or small scale users, quality peer review, and grateful authors willing to be interviewed on video expounding the importance of having risk capital available to support new journals. No trace here then of the facile commentary in last week’s Economist on journal publishing margins (for which that worthy journal should be deeply ashamed). Or of the price-gouging, excessive profitability commentary which has marked comment on this sector this year. Sara McCune Miller sold her air-con unit for 500$ USD in 1965 to found Sage, and has left the company in trust to three charities. The problem is not here at all. It lies in the formats to which companies like Sage have become subject (journal, article etc) and the necessity to keep the present business model going until a new one can be put in its place. And while we all pay obeisance to the primacy of the research article, do we not sometimes fear its commoditization? What happens when Mendeley or ReadCube become the interfaces of choice – less full text reading, better current awareness, more visualization? And a powerful diminution of quality control exercised by peer review as the only indicative guideline to quality itself? We are on the very thin edge of a very long wedge.
But publishing is relatively easy to do and offers low barriers to entry. Later on in the agenda Svante Kristensson, Director of Sweden’s Boras University library , showed what a creative publisher can do online with collections that demand the full scope of digital resources – the Swedish School of Textiles. And Gino Roncaglio of Tuscia University demonstrated how layering enables more productive scholarly eBooks – and eLibraries. As we came to a giddy end I reflected that the challenge of the linked data world has not yet fully sunk in – but that a good number of librarians are as close to identifying the range of user expectations in the network as their publishing colleagues are. But for the researchers in the last year who have spoken to me and doubtless many others of their need to discover quickly sources of unpublished articles which confirm experimental results, or find and use data underlying published experiments, or obtain lab videos on procedures, or to get updates on compliance and best practice procedures I have no answers. The problem is, as Carol Tenopir reveals, that they are all at home or in the lab researching.
The Fiesole Retreats, which only meet in Fiesole every few years, are wonderful wherever they meet and always cast light into the gloom in the way that small meetings usually do. The Charleston Company and Casalini Libri started all this: to them goes the honour of a lifeboat all to themselves.
Apr
9
The Lost Chord
Filed Under B2B, Big Data, Blog, Financial services, healthcare, Industry Analysis, internet, Publishing, Reed Elsevier, Search, semantic web, STM, Thomson, Uncategorized, Workflow | 1 Comment
As we in the information services market start to get our thinking right about the influence of Big Data and our current obsession with workflow, then I am beginning to think that we will need to revise our whole approach to collaborative working in marketplaces. At the moment we are playing all the old tunes but none of them seem to quite fit the customer mood. Like that old vaudeville star, Jimmy “Schnozzle” Durante, we need to tinkle those ivories again and again until we find it. The Lost Chord!
So here is a sample of my keyboard doodling. I reason that we cannot “productize” information services for ever. Our customers are now too clever, and as we open our APIs and let them self-actualize or customize, we face real dangers. At the top end of most markets in most sectors the top 10 customers are well-equipped at the skills level, and are surrounded by systems integrators who can service them expensively but effectively. And amongst the medium and small enterprizes in our client base, the cost of doing anything but allow them to customize for themselves is prohibitive. And we are sitting in the middle of this, talking passionately about selling solutions and always seeking stickiness, while our client base shows dangerously independent tendencies.
There are two answers. We could sell less. Just licence everything, put the APIs in place, let the user community get on with it. For me, this is like sleep-walking on a cliff edge. Our only potent quality as service providers has been our knowledge of what users do with our data and how they work. Make the relationship one of pure licencing and we cut off the feedback loop and isolate ourselves from the way in which workflow software is being tweaked and refined, and the way our data grows, or diminishes, in importance as a result. Or we could go to the opposite extreme, way past the current middle ground where we build “solutions” and customers adopt and install them as applications, with all the difficulties described above. The “opposite extreme” is equally difficult, but at least keeps us in the game.
So what is the opposite extreme? Simply this: that we go on building solutions, but we increasingly customize them for our major customers, working in partnership with systems integrators and our software solution partners whose Big Data environment, or analytics, or data mining is part of the key to our service specification. Setting up our own systems integration, by alliance or as an in-house installation, could be vital to our ability to stay sticky, to bring the client’s own data and resources into play, and to learn where the market is going to go. I hear cries of “We are a content company, not a software house!”. Not so for the major players in B2B and STM, who have been fully invested in software for five years or so, and are more likely these days to buy a tool-set than a data-set. Much more cogent are the protests of those who do not want to get into ownership of major pieces of systems software: the answer there is strategic alliance. Discussing the pharma market the other day, where size is very important, I found myself advocating approaches to major customers for outsourcing large areas of non-research process which offered real productivity gains to the user, and gave the services solutions player and his systems software partner the ability to work inside the firewall and grow with the client need.
There may be 1000 major global clients across all verticals with whom this approach would work. It certainly works in government and financial services, traditionally the targets of the major players in Big Data software. But it again exposes two new problems. It leaves the bulk of the market behind in medium and small players unable to afford this type of soup-to-nuts solutioning. This, again, is a real opportunity for solution packaging with a systems integrator, either externally or internally to the content player. This will enable 3-5 year contracts with upgrades, data updating and maintenance. And in some instances integration will go further and permit scaled down custom solutions that parallel what the major players are doing. The trick will be to start by seeking to sell in the standard integration package, and then respond to the smaller customer’s need for customization. And there is a market of small players and consortia where this type of solutioning has been working for some time. Its Education, and the service area to watch is Pearson Learning Solutions.
And the other problem for the bigger data content players? Simply that there are killer whales out there! As the major enterprize software vendors see what is happening, they will feel that this type of solutioning undermines some sacred territory. We see that with Oracle in particular, but also IBM and SAP are always ready to buy on a vast scale. Some of today’s Big Data ex-start-ups, in the 5-10 year old Valley vintages, will be absorbed into these big players, which could be difficult – or an opportunity – if your content solution is tied to that newly acquired player. In fact, if the major content providers are not talking regularly to the mighty enterprize software players about how these worlds come together then they are less smart than I think they are. At the moment, in my experience, some at least of the enterprize software players are saying “We should probably buy some of them – but we have no experience of managing content.” If ever you find yourself saying “I never imagined that Springer or Elsevier or Wiley would end up as part of the solutions division at Oracle” then I hope that you will recall an article that went right to that point. And at least that would integrate all access at all points!
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