�ݺ�ߣshows by User: MHzUX

�ݺ�ߣshows by User: MHzUX / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: MHzUX / Tue, 11 Dec 2018 12:35:19 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: MHzUX Technology is not the Answer: Why "digital" is not the most important aspect of your digital strategy /slideshow/technology-is-not-the-answer-why-digital-is-not-the-most-important-aspect-of-your-digital-strategy/125601311 short-cnifall2018-tech-is-not-the-answer-181211123519
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context. ]]>
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context. ]]> Tue, 11 Dec 2018 12:35:19 GMT /slideshow/technology-is-not-the-answer-why-digital-is-not-the-most-important-aspect-of-your-digital-strategy/125601311 MHzUX@slideshare.net(MHzUX) Technology is not the Answer: Why "digital" is not the most important aspect of your digital strategy MHzUX Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/short-cnifall2018-tech-is-not-the-answer-181211123519-thumbnail.jpg?width=120&height=120&fit=bounds" /> Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.

Technology is not the Answer: Why "digital" is not the most important aspect of your digital strategy from Megan Hurst

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0 Digital Strategy Environmental Scan for the Concordia University Digital Strategy Committee /slideshow/digital-strategy-environmental-scan-for-the-concordia-university-digital-strategy-committee/103307220 concordia-university-digital-strategy-environmental-scan-180627162511
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.” Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen. A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.]]>
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.” Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen. A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.]]> Wed, 27 Jun 2018 16:25:11 GMT /slideshow/digital-strategy-environmental-scan-for-the-concordia-university-digital-strategy-committee/103307220 MHzUX@slideshare.net(MHzUX) Digital Strategy Environmental Scan for the Concordia University Digital Strategy Committee MHzUX Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.” Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen. A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/concordia-university-digital-strategy-environmental-scan-180627162511-thumbnail.jpg?width=120&height=120&fit=bounds" /> Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.” Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen. A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.

Digital Strategy Environmental Scan for the Concordia University Digital Strategy Committee from Megan Hurst

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0 Assessing the Impact of the Library in the Research Ecosystem: CNI 2018 spring forum /MHzUX/assessing-the-impact-of-the-library-in-the-research-ecosystem-cni-2018-spring-forum cni2018springforum-180418033856
Libraries play an increasingly comprehensive role in the research lifecycle, yet metrics and measures (both qualitative and quantitative) that illustrate the fundamental role and impact of the library in research still need to be developed. Research libraries need first to define the values by which they want to be measured, rather than trying to manifest those values from the data that they have traditionally collected. To this end, the Association of Research Libraries (ARL) underwent a visioning process for its assessment program between February and October 2017. The goal of this project was to develop a forward-looking program that advances the organizational outcomes of the 21st century research library. One result of the visioning process was a clearly elaborated need for research libraries to demonstrate their function in advancing and collaborating in the research enterprise. Rather than trying to define “impact” and “value” independently, the new ARL assessment program will set the context for understanding and communicating the stories of the research library to external stakeholders and provide the tools for members to tell this story locally. At the heart of this work is a framework that aims to draw a map of the landscape of services and functions provided across all research libraries. The comprehensive framework, and proposed new data points, will help research libraries translate their values into measures. The presenters will demonstrate how this collaboratively developed (and evolving) framework paints a map of the research library assessment landscape and how it will be used to understand and measure the role of the library in supporting institutional missions.]]>
Libraries play an increasingly comprehensive role in the research lifecycle, yet metrics and measures (both qualitative and quantitative) that illustrate the fundamental role and impact of the library in research still need to be developed. Research libraries need first to define the values by which they want to be measured, rather than trying to manifest those values from the data that they have traditionally collected. To this end, the Association of Research Libraries (ARL) underwent a visioning process for its assessment program between February and October 2017. The goal of this project was to develop a forward-looking program that advances the organizational outcomes of the 21st century research library. One result of the visioning process was a clearly elaborated need for research libraries to demonstrate their function in advancing and collaborating in the research enterprise. Rather than trying to define “impact” and “value” independently, the new ARL assessment program will set the context for understanding and communicating the stories of the research library to external stakeholders and provide the tools for members to tell this story locally. At the heart of this work is a framework that aims to draw a map of the landscape of services and functions provided across all research libraries. The comprehensive framework, and proposed new data points, will help research libraries translate their values into measures. The presenters will demonstrate how this collaboratively developed (and evolving) framework paints a map of the research library assessment landscape and how it will be used to understand and measure the role of the library in supporting institutional missions.]]> Wed, 18 Apr 2018 03:38:56 GMT /MHzUX/assessing-the-impact-of-the-library-in-the-research-ecosystem-cni-2018-spring-forum MHzUX@slideshare.net(MHzUX) Assessing the Impact of the Library in the Research Ecosystem: CNI 2018 spring forum MHzUX Libraries play an increasingly comprehensive role in the research lifecycle, yet metrics and measures (both qualitative and quantitative) that illustrate the fundamental role and impact of the library in research still need to be developed. Research libraries need first to define the values by which they want to be measured, rather than trying to manifest those values from the data that they have traditionally collected. To this end, the Association of Research Libraries (ARL) underwent a visioning process for its assessment program between February and October 2017. The goal of this project was to develop a forward-looking program that advances the organizational outcomes of the 21st century research library. One result of the visioning process was a clearly elaborated need for research libraries to demonstrate their function in advancing and collaborating in the research enterprise. Rather than trying to define “impact” and “value” independently, the new ARL assessment program will set the context for understanding and communicating the stories of the research library to external stakeholders and provide the tools for members to tell this story locally. At the heart of this work is a framework that aims to draw a map of the landscape of services and functions provided across all research libraries. The comprehensive framework, and proposed new data points, will help research libraries translate their values into measures. The presenters will demonstrate how this collaboratively developed (and evolving) framework paints a map of the research library assessment landscape and how it will be used to understand and measure the role of the library in supporting institutional missions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cni2018springforum-180418033856-thumbnail.jpg?width=120&height=120&fit=bounds" /> Libraries play an increasingly comprehensive role in the research lifecycle, yet metrics and measures (both qualitative and quantitative) that illustrate the fundamental role and impact of the library in research still need to be developed. Research libraries need first to define the values by which they want to be measured, rather than trying to manifest those values from the data that they have traditionally collected. To this end, the Association of Research Libraries (ARL) underwent a visioning process for its assessment program between February and October 2017. The goal of this project was to develop a forward-looking program that advances the organizational outcomes of the 21st century research library. One result of the visioning process was a clearly elaborated need for research libraries to demonstrate their function in advancing and collaborating in the research enterprise. Rather than trying to define “impact” and “value” independently, the new ARL assessment program will set the context for understanding and communicating the stories of the research library to external stakeholders and provide the tools for members to tell this story locally. At the heart of this work is a framework that aims to draw a map of the landscape of services and functions provided across all research libraries. The comprehensive framework, and proposed new data points, will help research libraries translate their values into measures. The presenters will demonstrate how this collaboratively developed (and evolving) framework paints a map of the research library assessment landscape and how it will be used to understand and measure the role of the library in supporting institutional missions.

Assessing the Impact of the Library in the Research Ecosystem: CNI 2018 spring forum from Megan Hurst

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0 Contextualizing Library Assessment Within a Broader Ecosystem: Proposed Models for Linking the Strategic to the Micro /MHzUX/contextualizing-library-assessment-within-a-broader-ecosystem-proposed-models-for-linking-the-strategic-to-the-micro 2017libraryperformancemeasurement4-170803104847
Results of Athenaeum21's 2015-2017 research into current practices and needs for academic and research libraries as they engage in outcomes, performance, user experience and process measurement. ]]>
Results of Athenaeum21's 2015-2017 research into current practices and needs for academic and research libraries as they engage in outcomes, performance, user experience and process measurement. ]]> Thu, 03 Aug 2017 10:48:47 GMT /MHzUX/contextualizing-library-assessment-within-a-broader-ecosystem-proposed-models-for-linking-the-strategic-to-the-micro MHzUX@slideshare.net(MHzUX) Contextualizing Library Assessment Within a Broader Ecosystem: Proposed Models for Linking the Strategic to the Micro MHzUX Results of Athenaeum21's 2015-2017 research into current practices and needs for academic and research libraries as they engage in outcomes, performance, user experience and process measurement. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2017libraryperformancemeasurement4-170803104847-thumbnail.jpg?width=120&height=120&fit=bounds" /> Results of Athenaeum21's 2015-2017 research into current practices and needs for academic and research libraries as they engage in outcomes, performance, user experience and process measurement.

Contextualizing Library Assessment Within a Broader Ecosystem: Proposed Models for Linking the Strategic to the Micro from Megan Hurst

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0 Athenaeum21 Consulting 2017 Calendar & Timeline of Libraries, Museums, Publishing and Computing /slideshow/athenaeum21-consulting-2017-calendar-timeline-of-libraries-museums-publishing-and-computing/71149064 athenaeum21-consulting-2017-calendartimeline-of-libraries-museums-publishingcomputing-170118154257
Athenaeum21 Consulting Printable 2017 Calendar (13" x 19"), including interesting dates in the history of libraries, museums, publishing, and computing. Copyright 2017 Megan Hurst and A21 Group LLC.]]>
Athenaeum21 Consulting Printable 2017 Calendar (13" x 19"), including interesting dates in the history of libraries, museums, publishing, and computing. Copyright 2017 Megan Hurst and A21 Group LLC.]]> Wed, 18 Jan 2017 15:42:57 GMT /slideshow/athenaeum21-consulting-2017-calendar-timeline-of-libraries-museums-publishing-and-computing/71149064 MHzUX@slideshare.net(MHzUX) Athenaeum21 Consulting 2017 Calendar & Timeline of Libraries, Museums, Publishing and Computing MHzUX Athenaeum21 Consulting Printable 2017 Calendar (13" x 19"), including interesting dates in the history of libraries, museums, publishing, and computing. Copyright 2017 Megan Hurst and A21 Group LLC. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/athenaeum21-consulting-2017-calendartimeline-of-libraries-museums-publishingcomputing-170118154257-thumbnail.jpg?width=120&height=120&fit=bounds" /> Athenaeum21 Consulting Printable 2017 Calendar (13" x 19"), including interesting dates in the history of libraries, museums, publishing, and computing. Copyright 2017 Megan Hurst and A21 Group LLC.

Athenaeum21 Consulting 2017 Calendar & Timeline of Libraries, Museums, Publishing and Computing from Megan Hurst

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0 Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward /slideshow/library-assessment-toolkit-dashboard-scoping-research-final-report-and-path-forward/70071460 athenaeum21-library-assessment-dashboard-toolkit-final-report-public-161212205424
Athenaeum21 is pleased to announce the public release of “Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward." The report is the culmination of a six-month research project in collaboration with the University Library of the University of California, Davis; the Bodleian Libraries of the University of Oxford; and the Staats und Universitätsbibliothek, Göttingen, Germany. The research project examined how libraries currently assess their resources and services, and areas of opportunity to streamline and visualize library performance through a common and customizable set of key performance indicators (KPIs) and dashboard modules. The research team interviewed library assessment leaders and practitioners across diverse institutions and geographies, and reviewed the current landscape of technology, tools, and services addressing their needs. [Click and drag to move] The report concludes that "the majority of library managers approach assessment and evaluation in an ad hoc and reactive manner as questions arise. Managers spend valuable time manually collecting, cleaning, and normalizing data from diverse systems, and then perform one-time or static interpretations. The library managers that we interviewed during our research felt that the availability of a toolkit and dashboard could free them to probe and interpret more data, think more strategically, and develop more meaningful questions about measuring and evaluating library performance. While the scoping research focused on the performance of research libraries, the proposed toolkit and dashboard framework could be adopted and customized by any type of library, including smaller college and university libraries, community college libraries, and public libraries. Institutionalizing the project through sponsorship by an appropriate body or syndicate of libraries would help assure its extensibility nationally and internationally."]]>
Athenaeum21 is pleased to announce the public release of “Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward." The report is the culmination of a six-month research project in collaboration with the University Library of the University of California, Davis; the Bodleian Libraries of the University of Oxford; and the Staats und Universitätsbibliothek, Göttingen, Germany. The research project examined how libraries currently assess their resources and services, and areas of opportunity to streamline and visualize library performance through a common and customizable set of key performance indicators (KPIs) and dashboard modules. The research team interviewed library assessment leaders and practitioners across diverse institutions and geographies, and reviewed the current landscape of technology, tools, and services addressing their needs. [Click and drag to move] The report concludes that "the majority of library managers approach assessment and evaluation in an ad hoc and reactive manner as questions arise. Managers spend valuable time manually collecting, cleaning, and normalizing data from diverse systems, and then perform one-time or static interpretations. The library managers that we interviewed during our research felt that the availability of a toolkit and dashboard could free them to probe and interpret more data, think more strategically, and develop more meaningful questions about measuring and evaluating library performance. While the scoping research focused on the performance of research libraries, the proposed toolkit and dashboard framework could be adopted and customized by any type of library, including smaller college and university libraries, community college libraries, and public libraries. Institutionalizing the project through sponsorship by an appropriate body or syndicate of libraries would help assure its extensibility nationally and internationally."]]> Mon, 12 Dec 2016 20:54:24 GMT /slideshow/library-assessment-toolkit-dashboard-scoping-research-final-report-and-path-forward/70071460 MHzUX@slideshare.net(MHzUX) Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward MHzUX Athenaeum21 is pleased to announce the public release of “Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward." The report is the culmination of a six-month research project in collaboration with the University Library of the University of California, Davis; the Bodleian Libraries of the University of Oxford; and the Staats und Universitätsbibliothek, Göttingen, Germany. The research project examined how libraries currently assess their resources and services, and areas of opportunity to streamline and visualize library performance through a common and customizable set of key performance indicators (KPIs) and dashboard modules. The research team interviewed library assessment leaders and practitioners across diverse institutions and geographies, and reviewed the current landscape of technology, tools, and services addressing their needs. [Click and drag to move] The report concludes that "the majority of library managers approach assessment and evaluation in an ad hoc and reactive manner as questions arise. Managers spend valuable time manually collecting, cleaning, and normalizing data from diverse systems, and then perform one-time or static interpretations. The library managers that we interviewed during our research felt that the availability of a toolkit and dashboard could free them to probe and interpret more data, think more strategically, and develop more meaningful questions about measuring and evaluating library performance. While the scoping research focused on the performance of research libraries, the proposed toolkit and dashboard framework could be adopted and customized by any type of library, including smaller college and university libraries, community college libraries, and public libraries. Institutionalizing the project through sponsorship by an appropriate body or syndicate of libraries would help assure its extensibility nationally and internationally." <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/athenaeum21-library-assessment-dashboard-toolkit-final-report-public-161212205424-thumbnail.jpg?width=120&height=120&fit=bounds" /> Athenaeum21 is pleased to announce the public release of “Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward." The report is the culmination of a six-month research project in collaboration with the University Library of the University of California, Davis; the Bodleian Libraries of the University of Oxford; and the Staats und Universitätsbibliothek, Göttingen, Germany. The research project examined how libraries currently assess their resources and services, and areas of opportunity to streamline and visualize library performance through a common and customizable set of key performance indicators (KPIs) and dashboard modules. The research team interviewed library assessment leaders and practitioners across diverse institutions and geographies, and reviewed the current landscape of technology, tools, and services addressing their needs. [Click and drag to move] The report concludes that "the majority of library managers approach assessment and evaluation in an ad hoc and reactive manner as questions arise. Managers spend valuable time manually collecting, cleaning, and normalizing data from diverse systems, and then perform one-time or static interpretations. The library managers that we interviewed during our research felt that the availability of a toolkit and dashboard could free them to probe and interpret more data, think more strategically, and develop more meaningful questions about measuring and evaluating library performance. While the scoping research focused on the performance of research libraries, the proposed toolkit and dashboard framework could be adopted and customized by any type of library, including smaller college and university libraries, community college libraries, and public libraries. Institutionalizing the project through sponsorship by an appropriate body or syndicate of libraries would help assure its extensibility nationally and internationally."

Library Assessment Toolkit & Dashboard Scoping Research Final Report and Path Forward from Megan Hurst

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0 All Your Data Displayed in One Place: Scoping Research for a Library Assessment Dashboard & Toolkit /slideshow/all-your-data-displayed-in-one-place-scoping-research-for-a-library-assessment-dashboard-toolkit/68067285 hurst-lac-2016-all-your-data-displayed-in-one-place-161102155811
presents the results of a 2016 multi-institutional, international research and scoping study to define the nature and feasibility of a library assessment executive dashboard and toolkit to enable libraries to centralize diverse collection, usage, administrative, and financial data, and to more easily visualize, analyze, and utilize the data. The study investigated the need and high-level requirements for a toolkit to enable library administrators to utilize commonly shared performance indicators and formulas to create their own dashboards, and the ability to customize indicators and formulas as needed. ]]>
presents the results of a 2016 multi-institutional, international research and scoping study to define the nature and feasibility of a library assessment executive dashboard and toolkit to enable libraries to centralize diverse collection, usage, administrative, and financial data, and to more easily visualize, analyze, and utilize the data. The study investigated the need and high-level requirements for a toolkit to enable library administrators to utilize commonly shared performance indicators and formulas to create their own dashboards, and the ability to customize indicators and formulas as needed. ]]> Wed, 02 Nov 2016 15:58:10 GMT /slideshow/all-your-data-displayed-in-one-place-scoping-research-for-a-library-assessment-dashboard-toolkit/68067285 MHzUX@slideshare.net(MHzUX) All Your Data Displayed in One Place: Scoping Research for a Library Assessment Dashboard & Toolkit MHzUX presents the results of a 2016 multi-institutional, international research and scoping study to define the nature and feasibility of a library assessment executive dashboard and toolkit to enable libraries to centralize diverse collection, usage, administrative, and financial data, and to more easily visualize, analyze, and utilize the data. The study investigated the need and high-level requirements for a toolkit to enable library administrators to utilize commonly shared performance indicators and formulas to create their own dashboards, and the ability to customize indicators and formulas as needed. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hurst-lac-2016-all-your-data-displayed-in-one-place-161102155811-thumbnail.jpg?width=120&height=120&fit=bounds" /> presents the results of a 2016 multi-institutional, international research and scoping study to define the nature and feasibility of a library assessment executive dashboard and toolkit to enable libraries to centralize diverse collection, usage, administrative, and financial data, and to more easily visualize, analyze, and utilize the data. The study investigated the need and high-level requirements for a toolkit to enable library administrators to utilize commonly shared performance indicators and formulas to create their own dashboards, and the ability to customize indicators and formulas as needed.

All Your Data Displayed in One Place: Scoping Research for a Library Assessment Dashboard & Toolkit from Megan Hurst

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0 The Future of Finding: Resource Discovery @ The University of Oxford /slideshow/the-future-of-finding-resource-discovery-the-university-of-oxford-63826266/63826266 oxfordresourcediscoveryreportfinalpublic-160704143851-160707212316
The report is the culmination of a one-year multi-strand research project, and examines how users of the museums and libraries at the University of Oxford find the information they need (known as “resource discovery”), current practices among other institutions, and trends and possibilities for resource discovery in the future. Athenaeum21 led the end-user research and needs assessment portion of the project, and then led the synthesis and analysis of the data across all of the research strands, making the recommendations and writing the final report. The report defines the resource discovery strategy for the University for the next 5 years. ]]>
The report is the culmination of a one-year multi-strand research project, and examines how users of the museums and libraries at the University of Oxford find the information they need (known as “resource discovery”), current practices among other institutions, and trends and possibilities for resource discovery in the future. Athenaeum21 led the end-user research and needs assessment portion of the project, and then led the synthesis and analysis of the data across all of the research strands, making the recommendations and writing the final report. The report defines the resource discovery strategy for the University for the next 5 years. ]]> Thu, 07 Jul 2016 21:23:16 GMT /slideshow/the-future-of-finding-resource-discovery-the-university-of-oxford-63826266/63826266 MHzUX@slideshare.net(MHzUX) The Future of Finding: Resource Discovery @ The University of Oxford MHzUX The report is the culmination of a one-year multi-strand research project, and examines how users of the museums and libraries at the University of Oxford find the information they need (known as “resource discovery”), current practices among other institutions, and trends and possibilities for resource discovery in the future. Athenaeum21 led the end-user research and needs assessment portion of the project, and then led the synthesis and analysis of the data across all of the research strands, making the recommendations and writing the final report. The report defines the resource discovery strategy for the University for the next 5 years. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/oxfordresourcediscoveryreportfinalpublic-160704143851-160707212316-thumbnail.jpg?width=120&height=120&fit=bounds" /> The report is the culmination of a one-year multi-strand research project, and examines how users of the museums and libraries at the University of Oxford find the information they need (known as “resource discovery”), current practices among other institutions, and trends and possibilities for resource discovery in the future. Athenaeum21 led the end-user research and needs assessment portion of the project, and then led the synthesis and analysis of the data across all of the research strands, making the recommendations and writing the final report. The report defines the resource discovery strategy for the University for the next 5 years.

The Future of Finding: Resource Discovery @ The University of Oxford from Megan Hurst

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0 On Artists, Designers, and Libraries /slideshow/on-artists-designers-and-libraries/63739914 risd-160705122100
May 2016 presentation to Rhode Island School of Design ]]>
May 2016 presentation to Rhode Island School of Design ]]> Tue, 05 Jul 2016 12:21:00 GMT /slideshow/on-artists-designers-and-libraries/63739914 MHzUX@slideshare.net(MHzUX) On Artists, Designers, and Libraries MHzUX May 2016 presentation to Rhode Island School of Design <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/risd-160705122100-thumbnail.jpg?width=120&height=120&fit=bounds" /> May 2016 presentation to Rhode Island School of Design

On Artists, Designers, and Libraries from Megan Hurst

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0 Data-Informed Decision Making for Libraries - Athenaeum21 /MHzUX/datainformed-decision-making-for-libraries-athenaeum21-60522129 copyof2016-erl-a21-presentation-160405184455
Athenaeum21 presents three case studies of assessment and evaluation programs in libraries--one past, one current, and one future. The cases use three different modes of data gathering and analysis to show the power of understanding user needs and how well your organization is meeting them. ]]>
Athenaeum21 presents three case studies of assessment and evaluation programs in libraries--one past, one current, and one future. The cases use three different modes of data gathering and analysis to show the power of understanding user needs and how well your organization is meeting them. ]]> Tue, 05 Apr 2016 18:44:55 GMT /MHzUX/datainformed-decision-making-for-libraries-athenaeum21-60522129 MHzUX@slideshare.net(MHzUX) Data-Informed Decision Making for Libraries - Athenaeum21 MHzUX Athenaeum21 presents three case studies of assessment and evaluation programs in libraries--one past, one current, and one future. The cases use three different modes of data gathering and analysis to show the power of understanding user needs and how well your organization is meeting them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/copyof2016-erl-a21-presentation-160405184455-thumbnail.jpg?width=120&height=120&fit=bounds" /> Athenaeum21 presents three case studies of assessment and evaluation programs in libraries--one past, one current, and one future. The cases use three different modes of data gathering and analysis to show the power of understanding user needs and how well your organization is meeting them.

Data-Informed Decision Making for Libraries - Athenaeum21 from Megan Hurst

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0 Taming the Mobile Landscape: Creating a framework to analyze mobile usage across library systems + services /slideshow/taming-the-mobile-landscape-creating-a-framework-to-analyze-mobile-usage-across-library-systems-servicesala-holtlita2015hurstfinal/50017902 bopxzpajr0sgnnvbicnm-signature-674523394b82c8be7850b28138b8154044146a4a7a00784dd4ed68364e1f793d-poli-150630181921-lva1-app6892
In this presentation for the LITA HoLT Interest Group panel on "Data-Driven Libraries: Capturing User Behavior Across Library Platforms" at the 2015 American Library Association Annual Conference, we look at mobile complexities and trends in the "open web" mobile landscape, in EBSCO Discovery Service (EDS), and for one EDS customer, Moody Library at Houston Baptist University (HBU), and outline a framework for HBU to better understand their patron's mobile behaviors and needs in order to improve mobile library services.]]>
In this presentation for the LITA HoLT Interest Group panel on "Data-Driven Libraries: Capturing User Behavior Across Library Platforms" at the 2015 American Library Association Annual Conference, we look at mobile complexities and trends in the "open web" mobile landscape, in EBSCO Discovery Service (EDS), and for one EDS customer, Moody Library at Houston Baptist University (HBU), and outline a framework for HBU to better understand their patron's mobile behaviors and needs in order to improve mobile library services.]]> Tue, 30 Jun 2015 18:19:21 GMT /slideshow/taming-the-mobile-landscape-creating-a-framework-to-analyze-mobile-usage-across-library-systems-servicesala-holtlita2015hurstfinal/50017902 MHzUX@slideshare.net(MHzUX) Taming the Mobile Landscape: Creating a framework to analyze mobile usage across library systems + services MHzUX In this presentation for the LITA HoLT Interest Group panel on "Data-Driven Libraries: Capturing User Behavior Across Library Platforms" at the 2015 American Library Association Annual Conference, we look at mobile complexities and trends in the "open web" mobile landscape, in EBSCO Discovery Service (EDS), and for one EDS customer, Moody Library at Houston Baptist University (HBU), and outline a framework for HBU to better understand their patron's mobile behaviors and needs in order to improve mobile library services. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bopxzpajr0sgnnvbicnm-signature-674523394b82c8be7850b28138b8154044146a4a7a00784dd4ed68364e1f793d-poli-150630181921-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> In this presentation for the LITA HoLT Interest Group panel on "Data-Driven Libraries: Capturing User Behavior Across Library Platforms" at the 2015 American Library Association Annual Conference, we look at mobile complexities and trends in the "open web" mobile landscape, in EBSCO Discovery Service (EDS), and for one EDS customer, Moody Library at Houston Baptist University (HBU), and outline a framework for HBU to better understand their patron's mobile behaviors and needs in order to improve mobile library services.

Taming the Mobile Landscape: Creating a framework to analyze mobile usage across library systems + services from Megan Hurst

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0 Best UX Practices of EBSCO Discovery Service Libraries with Exceptionally High Mobile Usage - Electronic Resources & Libraries (ER&L) 2015 /slideshow/best-ux-practices-of-ebsco-discovery-service-libraries-with-exceptionally-high-mobile-usage-electronic-resources-libraries-erl-2015/45158166 erl-2015-hurst-final-150225233142-conversion-gate01
2015 Electronic Resources & Libraries conference presentation reviewing open web and EBSCO Discovery Service mobile usage trends, and a statistical and heuristic evaluation of best user experience practices of EBSCO Discovery Service customer libraries with exceptionally high mobile usage.]]>
2015 Electronic Resources & Libraries conference presentation reviewing open web and EBSCO Discovery Service mobile usage trends, and a statistical and heuristic evaluation of best user experience practices of EBSCO Discovery Service customer libraries with exceptionally high mobile usage.]]> Wed, 25 Feb 2015 23:31:42 GMT /slideshow/best-ux-practices-of-ebsco-discovery-service-libraries-with-exceptionally-high-mobile-usage-electronic-resources-libraries-erl-2015/45158166 MHzUX@slideshare.net(MHzUX) Best UX Practices of EBSCO Discovery Service Libraries with Exceptionally High Mobile Usage - Electronic Resources & Libraries (ER&L) 2015 MHzUX 2015 Electronic Resources & Libraries conference presentation reviewing open web and EBSCO Discovery Service mobile usage trends, and a statistical and heuristic evaluation of best user experience practices of EBSCO Discovery Service customer libraries with exceptionally high mobile usage. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/erl-2015-hurst-final-150225233142-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> 2015 Electronic Resources & Libraries conference presentation reviewing open web and EBSCO Discovery Service mobile usage trends, and a statistical and heuristic evaluation of best user experience practices of EBSCO Discovery Service customer libraries with exceptionally high mobile usage.

Best UX Practices of EBSCO Discovery Service Libraries with Exceptionally High Mobile Usage - Electronic Resources & Libraries (ER&L) 2015 from Megan Hurst

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0 Libraries Respond to Mobile Ubiquity: Open Web and EBSCO Discovery Service Usage Trends 2012-2013 /slideshow/charleston2013-librariesrespondtomobileubiquityedsslidesonly/45158047 charleston2013-libraries-respond-to-mobile-ubiquity-eds-slides-only-150225232614-conversion-gate01
EBSCO Discovery Service mobile usage analysis portion of 2013 Charleston Conference joint presentation on how libraries are responding to mobile ubiquity.]]>
EBSCO Discovery Service mobile usage analysis portion of 2013 Charleston Conference joint presentation on how libraries are responding to mobile ubiquity.]]> Wed, 25 Feb 2015 23:26:14 GMT /slideshow/charleston2013-librariesrespondtomobileubiquityedsslidesonly/45158047 MHzUX@slideshare.net(MHzUX) Libraries Respond to Mobile Ubiquity: Open Web and EBSCO Discovery Service Usage Trends 2012-2013 MHzUX EBSCO Discovery Service mobile usage analysis portion of 2013 Charleston Conference joint presentation on how libraries are responding to mobile ubiquity. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/charleston2013-libraries-respond-to-mobile-ubiquity-eds-slides-only-150225232614-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> EBSCO Discovery Service mobile usage analysis portion of 2013 Charleston Conference joint presentation on how libraries are responding to mobile ubiquity.

Libraries Respond to Mobile Ubiquity: Open Web and EBSCO Discovery Service Usage Trends 2012-2013 from Megan Hurst

]]> 468 3 https://cdn.slidesharecdn.com/ss_thumbnails/charleston2013-libraries-respond-to-mobile-ubiquity-eds-slides-only-150225232614-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post

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0 The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 /slideshow/bibliography-the-state-of-the-art-in-mobile-and-how-to-make-the-most-of-it-in-libraries-north-american-serials-interest-group-nasig-2012/45157961 nasig2012-final-150225232245-conversion-gate01
2012 North American Serials Group (NASIG) presentation on how libraries can meet the challenges of serving mobile device users.]]>
2012 North American Serials Group (NASIG) presentation on how libraries can meet the challenges of serving mobile device users.]]> Wed, 25 Feb 2015 23:22:45 GMT /slideshow/bibliography-the-state-of-the-art-in-mobile-and-how-to-make-the-most-of-it-in-libraries-north-american-serials-interest-group-nasig-2012/45157961 MHzUX@slideshare.net(MHzUX) The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 MHzUX 2012 North American Serials Group (NASIG) presentation on how libraries can meet the challenges of serving mobile device users. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/nasig2012-final-150225232245-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> 2012 North American Serials Group (NASIG) presentation on how libraries can meet the challenges of serving mobile device users.

The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 from Megan Hurst

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0 Bibliography: The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 /slideshow/nasig-2012thestateoftheartinmobilebibliography2012-45157842/45157842 nasig-2012-the-state-of-the-art-in-mobile-bibliography2012-150225231818-conversion-gate01
2012 bibliography compiled by Eleanor Cook of Eastern Carolina University, and Megan Hurst, of EBSCO Publishing.]]>
2012 bibliography compiled by Eleanor Cook of Eastern Carolina University, and Megan Hurst, of EBSCO Publishing.]]> Wed, 25 Feb 2015 23:18:18 GMT /slideshow/nasig-2012thestateoftheartinmobilebibliography2012-45157842/45157842 MHzUX@slideshare.net(MHzUX) Bibliography: The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 MHzUX 2012 bibliography compiled by Eleanor Cook of Eastern Carolina University, and Megan Hurst, of EBSCO Publishing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/nasig-2012-the-state-of-the-art-in-mobile-bibliography2012-150225231818-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> 2012 bibliography compiled by Eleanor Cook of Eastern Carolina University, and Megan Hurst, of EBSCO Publishing.

Bibliography: The State of the Art in Mobile and How to Make the Most of it in Libraries - North American Serials Interest Group (NASIG) 2012 from Megan Hurst

]]> 244 6 https://cdn.slidesharecdn.com/ss_thumbnails/nasig-2012-the-state-of-the-art-in-mobile-bibliography2012-150225231818-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds document Black http://activitystrea.ms/schema/1.0/post

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0 https://cdn.slidesharecdn.com/profile-photo-MHzUX-48x48.jpg?cb=1649775931 A visionary yet pragmatic technology and usability consultant working with higher education, research, and publishing sectors to envision, transform, and evolve systems and services. I help clients deliver seamless and engaging digital media workflows and end-user experiences by balancing strategic planning, usability research, usage data and analytics, combined with agile software development principles. Specialties: strategic planning, process mapping, product development, product management, primary and secondary research, user research, user experience, mobile user experience, competitive analysis, Information architecture, strategic information design, visual communications, HCI, UX www.athenaeum21.com https://cdn.slidesharecdn.com/ss_thumbnails/short-cnifall2018-tech-is-not-the-answer-181211123519-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/technology-is-not-the-answer-why-digital-is-not-the-most-important-aspect-of-your-digital-strategy/125601311 Technology is not the ... https://cdn.slidesharecdn.com/ss_thumbnails/concordia-university-digital-strategy-environmental-scan-180627162511-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/digital-strategy-environmental-scan-for-the-concordia-university-digital-strategy-committee/103307220 Digital Strategy Envir... https://cdn.slidesharecdn.com/ss_thumbnails/cni2018springforum-180418033856-thumbnail.jpg?width=320&height=320&fit=bounds MHzUX/assessing-the-impact-of-the-library-in-the-research-ecosystem-cni-2018-spring-forum Assessing the Impact o...