How To Run Your Library Like a Startup
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The document outlines how libraries can adopt startup thinking to enhance their services despite being fundamentally different from startups. It presents five strategies: focusing on customer problems, developing for targeted user groups, utilizing an iterative build-measure-learn process, monitoring key metrics, and clearly articulating value. By applying these strategies, libraries can better serve their communities and adapt to changing needs.
![Blank, S. (2014). Steve Blank [blog]. Retrieved from http://steveblank.com
Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S Ranch
Cooper, B. & Vlaskovits, P. (2010). The Entrepreneur’s Guide to Customer Development. Newport
Beach, CA: Cooper-Vlaskovits
Komisar, J. & Mullins, R. (2009). Getting to Plan B. Cambridge, MA: Harvard Business.
MaRS. Entrepreneur’s Toolkit. Retrieved from http://www.marsdd.com/entrepreneurs-toolkit/
Mathews, B. (2012, April). Think like a Startup [white paper]. Retrieved from
http://vtechworks.lib.vt.edu/handle/10919/18649
Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Hoboken, NJ: Wiley
Ries, E. (2011). The Lean Startup. New York: Crown.
References](https://image.slidesharecdn.com/howtorunyourlibrarylikeastartup-150604170620-lva1-app6891/85/How-To-Run-Your-Library-Like-a-Startup-47-320.jpg)
How To Run Your Library Like a Startup
- 1. How to Run Your Library Like a Startup June 3, 2015 Helen Kula & M.J. D’Elia
- 2. welcome
- 3. Helen Kula @helenkula U ofTorontoMississauga M.J. D’Elia @mjdelia University of Guelph
- 4. • Context • Five strategies • Discussion Agenda
- 5. • Introducestartup thinking • Suggest practicalsteps to get started • Invite discussion Objectives
- 6. Libraries are NOT startups
- 7. No revenue model Libraries are NOT startups Institutionalcomplexity Legacy systems Analogand digital Inherited tradition
- 8. The case for startup thinking
- 9. The case for startup thinking Limited resources Conditions of uncertainty Platformbuilding Anticipatechange Commitmentto mission
- 10. Startup Myths
- 12. They use processes to reduce risk
- 13. Entrepreneurs rely on intuition
- 14. They use data to make decisions
- 15. Entrepreneurs launch fully formed businesses
- 17. Startupsare focused on learning quickly. They offer valuableapproachesthat we could translateto our context. Premise
- 18. five strategies
- 19. 1. Focus on the problem
- 20. Understand the core challenge your customers are trying to solve. Focus on the problem • Whataretheytryingtodo?Why? • Whatpainsaretheyexperiencing?
- 21. • Get out of the building • Listen more, talk less • Seek out non-users • Gatherand evaluatefeedback How to focus on the problem
- 22. A fundamentalchange in strategy based on validatedlearning;a course correction. Pivot (Ries, 2011)
- 23. Be prepared … to be humbled
- 24. 2. Build for the few
- 25. Focus development on one or two key groups who will benefit from the service. Build for the few • Whostandstogainthemost? • Whichgroupsareeasiesttoreach?
- 26. • Choose customers who share a need • Choose customers you can access • Find early adopters • Invite them to co-create How to build for the few
- 27. Breakingdown a larger market into smaller identifiablegroups of users who share specific needs. Segmentation (Cooper &Vlaskovits, 2010)
- 28. Be prepared… for pressure to increase scope
- 30. Iterate and improve your approachbased on what you learn. Build-measure-learn • Whichassumptioncanyou testnext? • Whatcanyoubuildtotestit?
- 31. • Build successive prototypes • Monitoruser behavior • Run A/B tests How to build-measure-learn
- 32. A product or service with just enough features that allow it to reach the market. MinimumViable Product (Ries, 2011)
- 33. Be prepared… to accept imperfection
- 34. 4. Monitor key metrics
- 35. Track data that indicatethe ongoing use of the product or service. Monitor key metrics • Whichdataareessential? • Howcanyoumeasureimpact?
- 36. • Choose key data points to track • Monitordata frequently • Make changes based on data How to monitor key metrics
- 37. Monitoringkey metrics in (near) real-time to track core elements of the business. Dashboarding (Komisar & Mullins, 2009)
- 38. Be prepared… to abandon your library stats
- 39. 5. Articulate your value
- 40. Communicatethe benefits that you generate for your customers clearlyand precisely. Articulate your value • Whywouldpeoplechooseyou? • What’sinitfor yourcustomers?
- 41. • Make your value explicit • Be succinct • Tailor your value to each segment • Internalizevalues with staff How to articulate your value
- 42. The bundle of products and services that create value for a specific customer segment Value proposition (Osterwalder & Pigneur, 2010)
- 44. wrap
- 45. • Focus on the problem • Build forthe few • Build-measure-learn • Monitorkey metrics • Articulateyour value Five strategies (review)
- 46. Discussion
- 47. Blank, S. (2014). Steve Blank [blog]. Retrieved from http://steveblank.com Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S Ranch Cooper, B. & Vlaskovits, P. (2010). The Entrepreneur’s Guide to Customer Development. Newport Beach, CA: Cooper-Vlaskovits Komisar, J. & Mullins, R. (2009). Getting to Plan B. Cambridge, MA: Harvard Business. MaRS. Entrepreneur’s Toolkit. Retrieved from http://www.marsdd.com/entrepreneurs-toolkit/ Mathews, B. (2012, April). Think like a Startup [white paper]. Retrieved from http://vtechworks.lib.vt.edu/handle/10919/18649 Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Hoboken, NJ: Wiley Ries, E. (2011). The Lean Startup. New York: Crown. References