The Secret Ingredients of the Successful CDO

Guest blog by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Head of Data, Southern Water).

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Compared to most of the C-Suite colleagues the CDO is faced with a set of unique problems. There are similarities, the CDO is a subject specialist, and in that respect is similar to the Chief Finance Officer, Chief Investment Officer or Chief Risk Officer. The CDO also operates across the organisation so has similarities to the Chief Operating Officer or Chief Accounting Officer. However, the CDO does have a unique set of challenges. More than anything, the role is still being defined and in the absence of certainty the assumption that the role will solve all the problems the organisation is facing. The Chief Data Officer in many organisations is a new role (the number of people in CDO roles doubled from 2013 to 2014, and probably doubled again in 2015 – Karl Greenberg, MediaPost2015), whilst the other C-Suites executives have roles and responsibilities which the organisation recognise and understand.

The Chief Data Officer is bringing a new dimension and focus to the organisation, ‘data’. All organisations will have used and depended on data for a long time, but the arrival of the CDO will be the signal that the business intends to be data driven, that data will have a new importance in the business, and that it will be pivotal to the future of the business. Most organisations will be demonstrating poor practices and bad habits in their collection, use, storage and command of data. So, the CDO will be bringing a new culture and regime and any change brings with it a level of fear.

To achieve this difficult task of changing culture across an organisation, and changing the way individuals and the business use and view their data, the CDO needs some unique qualities.

The CDO has to be a skilled communicator, able to speak to all levels of the business from the board to office floor. The real ability in the communication is two-fold: first, the ability to translate quite complex ‘data’ concepts and technology into the appropriate language for every level and face of the business; and second the ability to use communication to win hearts and minds.

The CDO needs to be a master at relationship building, they will need the support of fellow C-Suite to deliver the data strategy vision. The CDO will rely on other parts of the business to deliver much of the data strategy; IT to deliver the technology, Customer Support to deliver improved data entry. At times the CDO will need to go toe-to-toe with colleagues, but the most effective results will be achieved through good relationships.

These good relationships will be built on credibility. The new CDO must be credible to the board, colleagues and the business. The business must trust and have confidence in the new CDO. The CDO will be leading big, new ideas, and therefore must be credible.

Much of the credibility is founded on specialist data knowledge. The new CDO must know ‘data’ and have a thorough understanding of data governance, data management, data quality, data science, advanced analytics, data strategy and data technology. Perhaps not the detail that the data team will bring, but enough to develop the data strategy and create the bridge between the specialists and the board.

The CDO must be the cheerleader for data and have a driving passion that convinces other people of the value of data and a good data strategy.

The new CDO must be able to shift gear between tactical delivery and strategic planning for two reasons: first to avoid the ‘Hypecycle’, more of that in another article, it is important that the CDO delivers incremental value to the business; and second because they will need to identify the quick wins and easy fixes in the current data environment to stabilise and rationalise the current data environment whilst the data strategy is being rolled out.

The CDO will also need a sprinkling of luck. They will be faced with unexpected situations, difficult people, organisational resistance, institutional muscle memory, the proportions of these will depend on their luck.

Finally, and this probably falls across all of the above qualities, is the ability to recruit good people.9781783302574

The Chief Data Officer’s Playbook will be published in November by Facet Publishing.

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So why does any organisation need a Chief Data Officer?

Guest blog by the co-authors of The Chief Data Officer’s Playbook, Caroline Carruthers (Group Director of Data Management, Lowell Group) and Peter Jackson (Head of Data, Southern Water).

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Being a Chief Data Officer in the current climate is a rather interesting place to be, it can feel a little like dancing on quicksand while you have to learn to juggle wriggling snakes. So in order to help people interested in this area, whether you are a new CDO, well established data hero or just wondering what all the fuss is about, we have worked on a set of articles to answer some of the questions we are asked at nearly every conference we go to. While we can’t promise you a solution to all your data related problems handed to you on a plate, we can promise that once a week you can look forward to another concise, interesting and easy to read article to help you on your data and information related journey.

So why does any organisation need a Chief Data Officer? If it’s at the right level it is a big investment and they aren’t going to just come on their own, a team of some sort, even sourced from positions within the organisation, will cause disruption and potentially add cost and the company got along just fine without one before, right?

Or did they? We now have access to more data than ever before and we have all become kleptomaniacs when it comes to fact and figures. It doesn’t cost us much to keep it so why not keep it all – just in case. Only having so much of it means that not only can we not see the wood for the trees, we don’t value the wood anymore. We have lost the focus on why we are collecting data, what are we hoping to get from it and what benefits can we derive from it? In essence what are we going to get from it and why do it in the first place?

This ties into the concept of the information value chain; how does the information you use link into the value chain for the organisation? What end result are you expecting and what do you need to get there? This isn’t just about using the five whys, don’t stop at five, start asking question and don’t stop. The focus has to be on delivery and benefit. If collecting the data doesn’t deliver benefit – stop doing it! Keep your limited resources focused on doing what gives you benefits. The CDO gives you this clarity and direction for your focus.

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All of this is before you stop and look at the small mistakes that are happening on a daily basis that, when you add them all up, are costing your company time and money that you don’t want to waste. To give you a simple example, if someone in your sales department enters the wrong company name in the billing name field on the CRM such as ACME Ltd rather than ACME (UK) Ltd so an invoice is raised on 90 day payment terms for the wrong company and you don’t find out until day 89. So because the sales team made a tiny error it has cost the company 90 days cash flow. Or how about reputational damage because you stake your reputation on flawed data that you were convinced was right?

There are no single, big easy reasons to convince you to hire your first CDO but there are a million small ones that are happening every day – those are the reasons to hire your CDO.

The Chief Data Officer’s Playbook will be published in November by Facet Publishing.

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Making the case for open licensing in cultural heritage institutions

Facet Publishing have announced the release of Open Licensing for Cultural Heritage by Gill Hamilton and Fred Saunderson.

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In the digital era, libraries, archives, museums and galleries are no longer constrained by the physical limitations of their buildings, analogue books, manuscripts, maps, paintings and artefacts. Cultural collections now can be safely distributed and shared globally. To ensure that the benefits of this ability to share are realised, cultural institutions must endeavour to provide free and open access to their digital collections. The tool for achieving this is open licensing.

Featuring real-world case studies from diverse education and heritage organizations, Open Licensing for Cultural Heritage digs into the concept of ‘open’ in relation to intellectual property. It explores the organizational benefits of open licensing and the open movement, including the importance of content discoverability, arguments for wider collections impact and access, the practical benefits of simplicity and scalability, and more ethical and principled arguments related to the protection of public content and the public domain.

The authors said,

“Openly sharing our knowledge, experience, content and culture for free is not a new concept. Sharing is an innate and natural part of our human character. Forward looking, inclusive, modern, relevant cultural heritage organizations must play a central role in supporting free, open access to culture at a global level. This is possible, practical and achievable with considered and informed application of an open licensing framework. Our book will provide readers with the insight, knowledge, and confidence to make a case for and implement an open licensing approach.”

Gill Hamilton is Digital Access Manager at the National Library of Scotland where she leads on access to the Library’s extensive digital collections, and oversees its resource discovery and library management systems.

Fred Saunderson is the National Library of Scotland’s Intellectual Property Specialist where he has responsibility for providing copyright and intellectual property advice and guidance, as well as coordinating licensing and re-use procedures.

 

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How can we make information literacy really matter to learners?

Facet Publishing have announced the release of Learner-centred Pedagogy: Principles and practice by Kevin Michael Klipfel and Dani Brecher Cook

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More than ever, librarians are required to possess pedagogical expertise and are being called upon to design, implement, and assess robust evidence-based reference and instructional practices that contribute to student success. In order to achieve this, librarians must know how to teach information literacy skills that go far beyond one particular library context to facilitate lifelong learning. In addition to the traditional information expertise of the library professional, today’s librarian must also master evidence-based pedagogical practices that can help make learning stick.

Learner-centred Pedagogy offers librarians concrete strategies to connect with learners at all levels. The book covers cognitive principles for organizing information literacy instruction, how to establish rapport and build learners’ motivation, questions to keep in mind for inspiring autonomous learning, the science behind information overload, and a balanced framework for evaluating specific educational technology tools.

Klipfel and Cook said, “Our goal in this book is to introduce readers to a practical, evidence-based vision of learner-centred pedagogy that helps learners develop the skills required to use information to think well about what matters to them. We hope that librarians, after reading Learner-centred Pedagogy, will feel more prepared for the changing job market’s increased focus on evidence-based instruction, have more confidence in adapting their skills to the robust teaching and learning environments of today’s libraries, and be well-prepared to facilitate learning environments that result in lifelong learning.”

Kevin Michael Klipfel received his master’s degree in philosophy from Virginia Tech. He received his M.S.L.S. from the University of North Carolina at Chapel Hill, where his master’s research on authenticity, motivation, and information literacy learning won the Dean’s Achievement Award for the Best Master’s paper of 2013 in the School of Information in Library Science. He has presented nationally on student motivation and learning both in and outside the library profession, and has published articles on the application of humanistic and existential psychology to learner-centred information literacy learning in journals such as College &Research Libraries and Reference Services Review. He lives and works in Los Angeles.

Dani Brecher Cook is Director of Teaching and Learning at University of California, Riverside. She holds an MSLS from the University of North Carolina at Chapel Hill and an A.B. in English Literature from the University of Chicago. She has published on information literacy pedagogy and learning technologies in College & Research Libraries News, Reference & User Services Quarterly, and Communications in Information Literacy. Dani has presented on the intersection of these two topics nationally at conferences such as ACRL, LITA, LOEX, and the Library Technology Conference.

More information: http://www.facetpublishing.co.uk/title.php?id=301553

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The No-nonsense Guide to Project Management

Read an exclusive interview with Barbara Allan in which she discusses writing her new book, The No-nonsense Guide to Project Management, and offers advice on the skills needed for both small and larger, complex projects.

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What research did you do for the No-nonsense Guide to Project Management?

My earlier book on project management was published by Facet in 2004 and this provided a starting point. A lot has changed since then so I carried out a huge amount of online research in the academic and professional literature, as well as searching the websites of library and information services to identify good case studies. In addition, I researched the current professional project management literature to gain their perspective. Finally, and this is the most enjoyable part, I contacted library and information workers as well as people teaching project management to gain their perspectives.

What is your experience of project management?

I’m lucky as I have had lots of experience of project management and I have always gravitated towards projects and volunteered to get involved in them. Some examples include: closing a library; moving libraries; creating a new library and information service; introducing new ICT systems; designing and developing both e-learning and traditional courses; introducing new working practices and contracts; leading an institutional-wide programme with a budget of more than £2.3M.  Like most people, I have also experienced many projects in my home life: moving house; DIY projects; organizing celebrations and parties; organizing holidays. Basically, the same skills that are used in these domestic projects are essential for professional projects too.

Do you get stuck when writing?

Yes, I sometimes have so many ideas and examples buzzing about my head that it is hard to sort them out. When this happens, I tend to go for a long walk with my dog and think it through. Alternatively, I get out my Post-It Notes™ and takeover the kitchen table as I spread them about and work out the connections and contradictions between different ideas.

 How does the new book differ from your previous book on this topic?

There are many major differences. I think the first one is that standard project management methodologies such as PRINCE2® and Agile are now commonly used in library and information services. In very large and complex projects, library and information services (or their parent organisation) regularly employ professional project managers often on a contract basis and they use these standard methodologies which means that a wider group of people learn about them. Another difference is that a wide range of technologies are used in project management. For example, specialist software packages, such as MS Project, may be used to help manage the project and these provide a wide range of reports which come in very useful at meetings. Collaborative software which enable teams to work together and jointly produce reports and other outputs are very useful particularly in international projects where team members may be working in different geographic regions and time zones. In addition, social media has made a huge impact both in terms of supporting team working and also in publicising the project. Both crowdfunding and crowdsourcing are used by some libraries and I found this a particularly interesting topic to research.

Does this mean that all project managers need to use these technologies?

This is a really good question. It depends on the size of the project. If you are leading a small project involving relatively few people then you can manage it using everyday tools such as your diary and a spreadsheet. However, you may choose to use specialist software as a way of learning how to use it and gaining an additional skill for your CV. In contrast, if you are leading a large and complex project then I think it is vital to use appropriate tools as a means of managing and sharing the project information.

What has stayed the same in project management in the past decade or so?

I think the basic idea of following the project cycle and working through each stage in a systematic manner is essential. The detailed process of documenting each stage is important as it means any change in personnel can be relatively easily managed. In addition, making sure that you have considered all the risks that may adversely affect the project and thought about how to reduce or eliminate the risk is important too. Finally, following standard procedures for managing the project budget is vital.

 

The project life cycle

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Managing risks sounds a little scary. Is it?

I always enjoy the risk management side of any project. Basically, it involves thinking about five questions: What can go wrong? How likely is this to happen? What is the likely impact on the project? How serious is each risk? How can the risks be managed?Identifying the risks can be fun and sometimes teams come up with extreme examples which cause laughter. A key lesson is to allow time for unexpected events. For example, I was once involved in a library move and the initial movement of furniture resulted in an epidemic of fleas. Quite revolting and we had to call in professional pest control people to sort it out. Overall, we lost a lot of time but we had built that in as our contingency so the project still met its deadline.

What about the people side of projects?

Leading and managing the people side of projects is vital if the project is to be successful. It is particularly important in strategic projects such as merging two libraries or developing shared services where major changes are taking place. These strategic projects may take 2-3 years to implement and there needs to be a management of change process in place to help support everyone through the change.

In all projects, the project manager needs to identify and think about all the stakeholders who are involved in the project or may be affected by it. She then needs to work out (with her team) how to work with and communicate with this diverse group of people who will all have different needs, expectations and concerns. In the No-nonsense Guide to Project Management, working with different groups including virtual teams and also volunteers is explored with practical guidance on how to work effectively. Nowadays, many projects involve partnership working, e.g. working with local, regional or international partners, and it is important to pay attention to establishing, developing and maintaining the partnership if it is to be successful.

What is your advice to librarians entering the profession?

My advice is to gain as much experience as possible. Take up opportunities to be involved in project work and, if possible, sign up for training courses on project management. Project management is an important skill for all library and information workers and it is essential for anyone wanting to move into management and leadership positions. Finally, it offers very interesting opportunities to shape your library and information service and the services and products on offer.

 

Barbara Allan is an author and trainer. Her background includes managing workplace and academic libraries. She has spent many years working in business schools where her focus was on enhancing learning, teaching and the student experience, and the internationalization and employability agendas. Her qualifications include a doctorate in education (on the topic of e-mentoring and women into leadership). She is a Principal Fellow of the Higher Education Academy and was awarded a National Teaching Fellowship in 2008.Barbara is a Member of CILIP and the author of several Facet Publishing titles including, Emerging Strategies for Supporting Student Learning (2016), The No-nonsense Guide to Training in Libraries (2013), Supporting Research Students (2009) Project Management (2004) Supervising and Leading Teams in ILS (2006) and Blended Learning (2007).

 

Photo by Tim Gouw on Unsplash

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A practical guide to project management for library and information professionals

Facet Publishing have announced the release of Barbara Allan’s new book, The No-nonsense Guide to Project Management.

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Project work is widespread across the library and information sector ranging from small-scale and local such as introducing family history workshops within public library services, or large complex schemes, such as developing shared services across a number of libraries. Simple projects may be led by an individual working alone or in a small team whilst complex activities may involve people from other professions and may be managed by a team of professional project managers.

The No-nonsense Guide to Project Management completely revises and updates the author’s classic 2004 book Project Management to incorporate recent developments including; the evolution and wide-scale acceptance of formal project management methodologies; the use of social media to communicate information about projects; the use of crowdfunding and crowdsourcing to develop and maintain projects and the large shift in the types of project library and information workers may be involved in.

Barbara Allan said, “This book provides a pragmatic guide to managing many different types of projects and using common project management tools and techniques. International case studies will help the reader to understand the practical realities of managing projects whether they are an individual working in a voluntary organisation on an extremely limited budget or someone involved in a large-scale international project”.

Barbara Allan is an author and trainer. Her background includes managing workplace and academic libraries. She has spent many years working in business schools where her focus was on enhancing learning, teaching and the student experience, and the internationalization and employability agendas. Her qualifications include a doctorate in education (on the topic of e-mentoring and women into leadership). She is a Principal Fellow of the Higher Education Academy and was awarded a National Teaching Fellowship in 2008. Barbara is a Member of CILIP and the author of several Facet Publishing titles including, Emerging Strategies for Supporting Student Learning (2016), The No-nonsense Guide to Training in Libraries (2013), Supporting Research Students (2009) Project Management (2004) Supervising and Leading Teams in ILS (2006) and Blended Learning (2007).

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The Professional Imperative for Learner-Centred Teaching

By Kevin Michael Klipfel and Dani Brecher Cook co-authors of Learner-centred Pedagogy: Principles and practice

Four years ago last month, we walked across the stage in the Great Hall of the Carolina Union at UNC-Chapel Hill, freshly minted librarians, both about to move to California to start our first professional jobs, ready to lay some information literacy knowledge down on our future undergraduates. Those two years in library school were incredibly formative for us, as we tried to absorb everything we could about teaching, reference librarianship, and the profession as a whole. We became friends working together at UNC’s Undergraduate Library reference desk, chatting about how we could get students engaged in our instruction sessions and make sure they actually, like, you know, learned things.

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The more we talked and read and taught, the more it felt like there was something missing from the information literacy literature we were reading: A focus on the individual learner, as a unique person with individual experiences, interests, and needs. While there are certainly exceptions to this statement, so much of what we read was about specific strategies for teaching specific content, while what we felt we needed was a step before that: What are the underlying principles that can make people invested in learning and able to learn, whether at the reference desk, in a one-on-one consultation, or an instruction classroom? Our experience as readers largely echoed that of librarian David Maxfield, who wrote in an article in College & Research Libraries in 1954 (!) that claimed that “conventional reference work does not always place so much emphasis upon the library patron as an individual person as it does upon library materials and bibliographic techniques.”

A year after graduation, we attended a LOEX conference in Grand Rapids, Michigan, where Terry Doyle began his keynote presentation with the assertion that, as educators, it is our professional responsibility to understand how students learn and then apply this understanding to our work. This idea of focusing on the learner, and not the content, is known as “learner-centredness.” Doyle’s position that being learner-centred was not optional, but instead a kind of professional obligation, struck us as exactly right (see “Education Training for Librarians”). And we wanted to read something that was framed this way for librarians, focused on the individual learner, so badly that we…wrote a book like that.

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Our central question in writing a book on learner-centred pedagogy for librarians was: How can we teach information literacy to real learners – embodied existential beings with passions, loves, hates, and sources of life meaning that extend beyond understanding Boolean operators – so that they are engaged with information literacy outcomes in an authentic way? How can we make information literacy really matter to learners?

We turned to literature in education, counseling, psychology, and (yes) library science where others grappled with similar questions, and ultimately concluded that the core aspect of learner-centredness is a practice of empathy: the question what is it like to be a person learning something? is central to our learner-centered approach. That also led us to redefine information literacy in a learner-centred way as involving learners using information to think well about questions that matter to them.

So, practically, how do we go about this? In our book, we point to five main aspects:

  • Engaging people’s curiosity, interests, and personal experiences in an autonomy supportive rather than controlling learning environment
  • Applying ideas about how people learn from evidence-based literature in learning science
  • Developing meaningful relationships with our users (even in the briefest of interactions!)
  • Providing learning experiences that help to develop a growth mindset about the research process
  • Using technology wisely as a potentially useful tool to help learners use information think well about things that matter to them

…with empathy as the overarching framework that connects them all. This central idea, that who we are as people matters as both learners and educators, is both based in the current scientific literature, but also has a timeless quality that we believe will make it relevant for library practitioners for years to come.

Indeed, we believe that this view of learner-centredness is not a trend, but a way of approaching librarianship that can change over time, as our scientific and psychological understanding of what it means to be a person learning something evolves. While the specific answers to the central question of this book may not always be the same, as long as librarians continue to monitor and engage with the current literature on motivation and the science of learning and follow where the evidence takes us, the basic framework that we present here will continue to apply. As we strive toward a fully learner-centered practice of librarianship, we would consider a practical success to be expressing these interests and views to others, both within and without the library. Building community around this approach is a powerful way to transform our work and to practice an existential form of librarianship: we are learner-centred educators because we decide that is what we are. As you go forward and adapt these ideas for your own contexts, we hope that you will share your ideas and continue to enrich and expand the profession’s understanding that who we are as people matters for how we teach, how we learn, and how we engage with information and each other.

Kevin Michael Klipfel received his master’s degree in philosophy from Virginia Tech. He received his M.S.L.S. from the University of North Carolina at Chapel Hill, where his master’s research on authenticity, motivation, and information literacy learning won the Dean’s Achievement Award for the Best Master’s paper of 2013 in the School of Information in Library Science. He has presented nationally on student motivation and learning both in and outside the library profession, and has published articles on the application of humanistic and existential psychology to learner-centred information literacy learning in journals such as College and Research Libraries and Reference Services Review. He lives and works in Los Angeles.

Dani Brecher Cook is Director of Teaching and Learning at University of California, Riverside. She holds an MSLS from the University of North Carolina at Chapel Hill and an A.B. in English Literature from the University of Chicago. She has published on information literacy pedagogy and learning technologies in College & Research Libraries News, Reference & User Services Quarterly, and Communications in Information Literacy. Dani has presented on the intersection of these two topics nationally at conferences such as ACRL, LITA, LOEX, and the Library Technology Conference.
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