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The Norwegian National Library

Implementing strategy Poznan, October 2010 Roger Jøsevold Deputy National Librarian National Library of Norway. The Norwegian National Library. Some facts: Two plants: Oslo and Mo i Rana 400 emloyees , 50/50 200 mill PLN in annual budget 100 km analog content

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The Norwegian National Library

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  1. ImplementingstrategyPoznan, October 2010Roger JøsevoldDeputy National LibrarianNational LibraryofNorway

  2. The Norwegian National Library Some facts: Two plants: Oslo and Mo i Rana 400 emloyees, 50/50 200 mill PLN in annualbudget 100 km analog content 3 000 Tbyte digital content

  3. Briefhistoryofthe National Library • ”Norwegiandepartment” at the University of Oslo Library (1813 -1994) • New legal depositact (1989) • Department in Mo i Rana (1989) • National Librarian (1994) • Department in Oslo 1998 • Unified National Library (2004)

  4. The multi media collection 1 900 000 books 2 000 000 periodicals4 700 000 newspapers 1 300 000 pictures 60 000 posters 180 000 maps 4 000 000 manuscripts1 900 000 ephemera 2 500 hrsaudiobooks 80 000 hrsmusic1 000 000 hrs radio broadcasting 250 000 hrsmoving images (TV/film etc) 1 000 000 000 + Internet documents (.no)

  5. The Digital Collection (access) 208 000 newspapers450 000 pictures110 000 books600 hoursofmoving images5 000 hoursofmusic7 200 posters390 000 hoursof radio broadcasts 300 periodicals 1 000 ephemera 3.000 Tbyte (3 Pbyte) digital content

  6. Strategyimplementation external past future internal

  7. Strategyimplementation external past future Present situation internal

  8. Strategyimplementation external Vision / opportunities past future internal

  9. Strategyimplementation external Visions / opportunities Actionplans past future Present situation internal

  10. Strategyimplementation external Visions / opportunities Actionplans past future • Vision (mision) • Clearobjectives • Leadership • Structure • Resources • Commitment Present situation internal

  11. Key factors for strategyimplementation • Vision (mision) • Clearobjectives • Leadership • Structure • Resources • Commitment

  12. Vision and main goals

  13. Vision: The National Library is theNation´smemory and a multi media centre at theleadingedgeofthedemandsofthefuture

  14. Vision: The National Library is theNation´smemory and a multi media centre at theleadingedgeofthedemandsofthefuture • The National Libraryshall: • be oneofEurope´s most exiting and modern National Libraries • be thecoreoftheNorwegian digital library • offer knowledge and experienceofhighquality • offer bothculturalunerstanding and technicalknowledge • be an organisationopen to change Main goals:

  15. Vision and main goals

  16. Leadership • Leadershipdevelopment program started in 2004 and still continuing, ”howwe do it” • Focuson: • Understandingthe nature and roleofleadership • Personal challanges in conductingleadership • Holisticapproach to leadership • Team building and team development • Leadershipvalues - thewaywewant it to be.

  17. Leadershipdevelopment program • Program development in closecooperationwithexternalconsultants • Closeintegrationwithstrategic planning and running business • Leadershipevaluation in Jauary 2010

  18. Leadershipvalues • Inclusive • Honest • Results-oriented • Clear • Engaging • Innovative

  19. Situationalapproach to leadership High Supportivebehaviour Low Low Directivebehaviour High

  20. Structure

  21. Structure • From traditional media and contentbasedstructure to functional / value-chainbasedstructure • Focusonresults and theroleof The National Libary as a sosial institution • From fragmentedleadership to a unifiedleadershipwhereleaders have full responsibibilies for budget, personell and resultswithintheir area ofresponsibility

  22. Value-chainbasedorganisation Aquasition and knowledgeorganisation ICT and digitisation Profesional development & research Dissemination Finance, HR and law Information, events and exhibitions Buildings and technical services

  23. Organisationaldevelopment • Traditionalyorganisationalstructure serves as an expressionofhonor, status and power, - and is oftenconsidered to be ”permanent” • Necessary to changefocus to a more pragmaticview…. • Organisationalstructure is a tool for achievingstrategic goals • As challengeschanges so must theorganisationalstructurechange

  24. Resources

  25. Whataretheresourcesof an organisation • Knowledge and skills • Commitment • Collections • Productionequipment • Buildings • Reputation

  26. Financial support from theowner • ”Sell” yourmission and goals – show howyoucanhelptheownersolvsomeoftheirchallanges • Do not wait for money, start walkingthedirectionyouare ”selling” • Start changingoperations, - releaseresourceswithintheorganisation

  27. Strategy for increasedresources • Movefocus from accounting to financialmanagement • Link resources and results • Move from statistics to performanceindicators

  28. Financingthe National Library • Financing from theParliamentthroughannualbudgets • Yearlymandate from theMinstry • Management dialoguewiththeMinistrytwice a year • Expectationofresults – Goals and PerformanceIndicators

  29. Performanceindicators

  30. Additional policy targets set by thegoverment • Reducedabsence due to illness • Cultural diversity (inclusionof immigrants) • Genderequality

  31. Committment

  32. Commitment • How to developownership to strategies and goals withintheorganisation? • Dilemma betweentheorganisationscompetence (maturity) and involvement in strategicprocesses and decisions • Applytheframework from situationalleadershipmodel

  33. Situationalapproach to leadership Managing by directing Organisatio´smaturity Leading by empowering

  34. Situationalapproach to leadership Managing by directing Organisatio´smaturity Leading by empowering

  35. Applyingsituationalleadership at the National Library • The strategyprocess in 2004 involvedtheexecutivegroup, theboard and a fewictexperts and wasdiscussedwithinthemanagment team beforethedecision • The HR-policyprocess in 2008 involvedthewholeorganisation in a processwherethemanagement team had a specifictaskoflistening and retelling • Todaysactions-plansarediscussedthroughouttheorganisation – espesiallyhow to reachthe goals

  36. Monitoringthe ”organisationaltemperature” • Systematicmonitoringemloyees • Everysecondyear • Discussingtheresults and measures for improvementthroughouttheorganisation

  37. Tools for management Actionplans Policies -Leadership- Strategy Monthlyreports Authorities

  38. The organisationaliceberg • Formal structure • Strategy • Goals • Policies • Plans • Informalaspects • Believes • Attitudes • Norms • Sayings

  39. The keyfactorsare not solvedonce and for all, they have to be discussed and interpretedangain and again.This is theonlyway to staydynamic and be able to adjust to a changing world. • Vision (mision) • Clearobjectives • Leadership • Structure • Resources • Commitment

  40. Thankyou for listeningRoger Jøsevoldroger.josevold@nb.no

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