Posts tagged under: Development

An introduction to library linked data

We recently announced a comprehensive strategy to bring linked data into mainstream library cataloging workflows. It’s a long-term approach, recognizing that most libraries will move to linked data slowly and incrementally—and we’re committed to providing tools and resources to support the transition for everyone.

Working closely with libraries around the world, we know that staff at some libraries are already educating themselves on the topic, piloting linked data services, and taking part in ongoing research. But we also know that many others have a lot of questions. In addition to technical issues, librarians are also wondering how linked data will impact and affect the work they are currently doing. To help, OCLC is rolling out linked data infrastructure and services that meet libraries where they are today and provide meaningful improvement to challenges facing libraries.

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Benefits of prioritizing proactivity

banner for OCLC Next blog post on prioritizing proactivity, duotone images of check-lists

The difference between being proactive and reactive has been swirling for me recently. It can feel empowering to be able to get ahead of something instead of having to respond in the moment. By prioritizing proactive measures—including training—we can create a more stable and sustainable future for our organizations and the communities we serve. And hopefully, minimize stress for ourselves, our staff, and our stakeholders.

Helping library workers do just that was part of the motivation for our recent update to the REALM project, an effort funded by the Institute of Museum and Library Services and led by OCLC.

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Time to change

Change

The Brady Bunch: Time to Change

When it’s time to change then it’s time to change
Don’t fight the tide come along for the ride, don’t you see
When it’s time to change you’ve got to rearrange
Move your heart into what you’re gonna be.
Sha na na na na na na na na, sha na na na na

Those unforgettable lyrics were immortalized by fictional pop-sensations, The Brady Bunch Kids. I will admit that I cannot utter the phrase “time to change” without hearing Peter Brady’s voice crack. I am unabashedly a child of the 1970s.

Fortunately for me, my most recent change at OCLC was what many have described as a “good fit,” not just for me, but also for OCLC and its growing membership. After eight years of managing a range of products and services in the Library Management, Cataloging & Metadata and Discovery & Syndication lines of businesses—accentuated by the launch five years ago of WorldShare Management Services—I was offered an opportunity to start a new gig under Lorcan Dempsey in the newly formed Membership &

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The intelligence trap

2016-03-29 Tammi intelligence trap

Being smart is important. But it’s almost never the most vital quality for success at work. And in the library profession—which emphasizes intelligence even more than most—this focus can lead us to undervalue other essential traits.

Think back to a time in your work life that you remember very fondly. To a successful project or a team you truly enjoyed working with. To a story about your job you love to tell. Really. Take a moment and conjure up that situation, because I’m going to make a prediction:

Your memory has nothing to do with highly developed professional skills or intellect.

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Moving out in front

2016-02-2 moving out in front

We’re at a tipping point

I frequently get to talk to librarians from very different types and sizes of libraries. When I ask about their concerns, there is one refrain I hear consistently: “We’re being asked to do more with less.” When we dig into that sentiment a bit deeper, I usually find that:

  • MORE = More outreach, more hands-on service, more training, more embedded assets, more learning guides, more interaction, more proactive recommendations.
  • LESS = Less money, less staffing, less space, less time.

Doing new things with fewer resources requires a paradigm shift. Why? Well, doing the same things with fewer resources can sometimes be managed through quantitative measures; trimming services, sharing costs, cutting back along the margins. But if you’re being asked to change both your input (funding) and output (services), that’s essentially a recipe for an entirely new way of thinking about how your organization needs to work.

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