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    Strategic Business Development for Information Centres and Libraries
    Strategic Business Development for Information Centres and Libraries
    Strategic Business Development for Information Centres and Libraries
    Ebook200 pages5 hours

    Strategic Business Development for Information Centres and Libraries

    By Margareta Nelke

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    About this ebook

    This book is aimed at guiding managers towards systematic approaches to improve and facilitate necessary strategic business development and planning. Conditions in the workplace for the Library and Information Services (LIS) are rapidly changing: many organizations are experiencing budget restrictions as well as stakeholders questioning the value of the services. Strategic Business Development for Information Centres and Libraries offers methods and tools for LIS departments to ensure value and benefits are delivered to the parent organization. It argues that LIS must be prepared to change according to the parent organization's needs, to develop strategies for important activities and to seek alliances among key stakeholders. It also offers information on the best practice from five top-performing international LIS units.
    • Focuses on business development and planning on a strategic level
    • Includes chapter tools that can be immediately applied by the reader
    • Interviews with five practicing mangers
    LanguageEnglish
    PublisherElsevier Science
    Release dateNov 9, 2011
    ISBN9781780632971
    Strategic Business Development for Information Centres and Libraries
    Author

    Margareta Nelke

    Margareta Nelke graduated from the Swedish School of Library and Information Science in 1982 and took a diploma in Marketing Management in 1990. After a short period at a public library and a university library she worked as an information specialist in corporations. In 1983 she took up the position of library manager at Alfa-Laval and in 1989 she got a similar position at Tetra Pak. At Tetra Pak the library was transformed into a Technology Intelligence function in 1999. In June 2002 she took up a position as the Global Technology Intelligence Process Owner at Tetra Pak. From 2004 and onwards she has been working as an independent consultant in her firm, I.C. at Once, offering investigations, coaching and training in competitive intelligence, information management and business development. During the years she has contributed to several publications and written journal articles and books on knowledge management and competitive intelligence. She has also lectured at seminars and conferences, in some cases as the keynote speaker. In 2002 she was awarded by the Special Library Association the ESLY 2002 (European Special Librarian of the Year 2002). She is a member of the Swedish Association of Information Specialists and was the President of this association between 2006 and 2009. She was also a member of the board of the Swedish School of Library and Information Science between 2008 and 2014.

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      Book preview

      Strategic Business Development for Information Centres and Libraries - Margareta Nelke

      2008.

      1

      The necessary business development and planning

      Abstract:

      Strategic business development and planning are the focus of this book. It is aimed at managers and others interested in business development, primarily within the library and information services (LIS) sector. Strategic business development is characterised by its long-term perspective and its focus on the direction of the business rather than by concrete action plans. The purpose of strategic business development is to ensure that the business delivers value and benefits for the parent organisation. The book describes the process of developing the business and the business plan, and the important work that should precede the formulation of the strategic business plan.

      Key words

      strategic business development

      strategic business planning

      business plans

      Business development is one of the most difficult but also one of the most rewarding activities for managers and team members. Business development is carried out at an operational level and at that level the activity is about the continuous review and improvement of routines and current operations. At a strategic level, on the other hand, it is about the more general direction of the business in a longer time perspective. This requires detailed knowledge of stakeholders, their agenda, needs and wishes. It also requires the ability to interpret signals from the outside world and to see into the future: which driving forces will affect our operations, which consequences will they bring, how can we seize the opportunities that arise, and how do we counter the

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