Library Drove Massive Revenue Increase in ’90s – Lesson Applies Today

Author: Mike Reid
Storyteller: Jim O’Conner, Head Librarian, Kennametal in ’90s

True Story – Several years ago, the CEO of Kennametal, a company with advanced metal cutting technology, had dinner with the CEO of General Motors. This was during the time that the Saturn automobile manufacturing plant was being established. In the course of the meal, Kennametal’s CEO said that he could guarantee in writing that none of his competitors would ever have metal-cutting technology more advanced than Kennametal’s.

The GM CEO was stunned, as this was such a strong and unequivocal claim and he asked the Kennametal CEO how he could be so sure.

The response was as strong as the claim. The CEO explained that his corporate library had:

  • Huge databases with scientific and technical peer-reviewed literature, grey literature, technical reports, patent information, and more, all updated monthly or faster.
  • Automatic “Current Awareness” services that let information professionals monitor the latest technical advances with full access to the right information.
  • The latest thinking from world-class experts collected from technical conferences around the world.

Kennametal’s CEO continued to explain he had created a culture where materials scientists, physicists, and engineers were all closely aligned with his information professionals.  The information professionals were expert in efficiently finding and delivering relevant content to help avoid known problems. The information professionals help select optimal development paths, and allow the company to be “smarter and faster” from design through development, to product delivery, maintenance, and operations.

The Kennametal CEO was pitching the impact and value of the library to the CEO of General Motors.

From this interaction, Kennametal successfully won the only “sole-source” contract for GM’s Saturn plant. As the only cutting tools vendor for the Saturn, Kennametal’s revenue growth was in the tens of millions of dollars.

To truly be Future Ready, you need an information professional. It’s that simple.

Direct Your Career Progression

Take an active, hands-on role

To effectively direct your career, you don’t want to always trust “the universe” to provide an invisible hand that guides you. Yes, your boss may love your work and give you a boost when you need it, but what happens if that boss moves, transfers, or retires? Then you have to prove yourself all over again.

To maximize your professional development, you need to plan for the next phase of your career. I like to think of career development as a double funnel, because it provides a useful model. The idea behind the double-funnel is that there are a lot of different paths into a profession and, once you have a few years of experience, there are opportunities to continually re-invent your career.

This model holds true whether you are a graphic designer, web developer, technical writer, engineer, etc.

Consider the graphic below

On the left, the funnel points in, showing there are lots of different paths into a career. I’ll use a library career as the example. Put three librarians in a room and you might have three different paths into the profession: a volunteer, a teacher, or literary agent, for example, could each become a professional librarian.

Funnel #1

When you launch your career at the junior level, you’re in the pipeline and can reasonably expect to keep moving through the pipeline by taking on additional responsibility. There is a clear, discernible progression from Librarian I to Librarian II and III. Life is good. Early on, you are developing your substantive expertise, learning the ropes, and building your organizational muscle. You don’t have time for a lot of career angst as you are getting a grasp of  how the levers and pulleys of your profession work.

The good news is that after you’ve been employed in this progression for some time, you’ll have a deep understanding of the technical components of your job. You’ll understand how to be effective in your organization, and you’ll invariably have some wins under your belt. Eventually though, you’ll get a little restless, and anxious to move into new challenges. Remember how alive you felt when you were learning things every day and really pushed yourself?

Funnel #2

When you reach the middle of the pipeline, you’ll begin to see additional challenges that you could take on, with some additional effort. At the middle of the pipeline illustration, you’ll see three key words: training, school, or volunteer. These are the three classic ways to get the credentials you’ll need to emerge on the right side of the funnel into your new position. If you start early, you can make the change happen.

For example, do you need an MBA to become a manager in your organization? Go back to school and earn that degree. Need leadership experience? You could become active in in your professional organization and gain valuable networking and leadership expertise that way. Or, you could vacuum up every management training opportunity at your workplace. Personally, I took the route of volunteering in SLA and have benefited with a much wider perspective of my profession.

Maybe you want to be an entrepreneur? While you are in the pipeline, reach out for the networking, training, or education that would steer you there. Perhaps a mentor could help you pick the courses you need, or steer you to different experts that can help. You’ll definitely want to talk to the Small Business Administration.

Now, because of your vision and focus, you’ve graduated to the right side of the pipeline as a manager, director, business analyst, project manager, specialist, etc.

A new funnel

The power of the double-funnel model (patent pending!) is that you will find that you’ve graduated to the left side of another pipeline–that is that you are at the inception of another progression. And now you know what to do – dig in, learn the ropes, and expand your network!

Growing in Collaboration

Check out the Fast Company blog post I co-authored with Jody Turner from Culture of Future.

BY FC Expert Blogger Jody TurnerFri Jun 11, 2010 This blog is written by a member of our expert blogging community and expresses that expert’s views alone.

Cindy Romaine and I met at Nike when we both worked in the Design Resources Group. She, Kevin Carroll and I continue to connect and work together in the betterment of all we do, for and within the companies we work for. We recognize that the future is collaborative, and our ways of working reflects this. The outcome is greater and our success is greater as a result. Here are a few thoughts on the power of collaboration for our futures.

Collaboration Culture
As we continue to experience a collaborative effect in competitive business, social innovation and cultural creativity, our interconnectivity will only become more robust.

Web 2.0 tools and powerful networks have accelerated collaboration and the availability of useful knowledge. Almost anyone can easily follow new ideas and like-minded people for little or no cost. Groups collaborate because the scope, scale, and interconnectivity of the problems that we are tackling are too big to face alone. Fundamentally, we collaborate because it is part of our nature as human beings. On the most primitive level, connections support our survival. We share information for the betterment of all.

Combining the need to collaborate and the power of Web 2.0 makes this a powerful trend. Both of us agree that a fundamental shift is in place, and only the most future ready will surf the wave.

Interconnectivity
In the realm of sustainability, collaboration offers us access to coordinated action. Darcy Winslow, principal of DSW Collaborative and one-time GM of Sustainability at Nike, powerfully states:

“What is it going to take to change the game for future generations?

Unprecedented leadership, unprecedented collaboration, innovation fearlessness, and a huge sense of urgency.”

Darcy clearly points out that it’s no longer business as usual. In the 21st century, we need to get messy and we can’t afford turf wars. We need to agree to some big, hairy, audacious goals.

Here’s a case in point: Bill Gates, one of the world’s wealthiest people, presented his one wish—not his goal or his plan, but his wish—at this year’s TED conference. What is his wish? Innovating to zero carbon emissions. It’s a wish, because even with the considerable resources Mr. Gates commands, he cannot address the problem in isolation. Moving the needle on carbon emissions requires a highly coordinated collaboration of industry, government entities, NGOs, and individuals, each with very different motives. It should be exciting to watch.

Enlightened Self-Interest
The giving and getting culture is native to Generation G. They focus on generosity versus greed, and push open-source versus proprietary. Everyone is invited to be a part of this paradigm, this generation is inclusive and is not aged based.

Collaboration is empowering some interesting projects and generating some strange bed-fellows. Here are just a few examples:

  • GreenXchange – is a marketplace for collaborating on intellectual property focused on sustainability. Superficially, it looks like members are giving away valuable and usually closely guarded corporate secrets, but information is deliberately shared in order to broaden access to sustainable processes by anyone, even competitors.
  • The Collaboration Project – is an independent forum of leaders committed to leveraging the interactive web and the benefits of collaborative technology to solve government’s complex problems. Powered by the National Academy of Public Administration, this “wikified” space is designed to share ideas on the adoption of Web 2.0 technologies in the field of public governance.
  • Joint US-China Collaboration on Clean Energy – this non-profit organization brings together international expertise and technologies with the goal of accelerating the use of clean, efficient energy in China. Their aim is to create visible change within 10 years.
  • Youth are working within this paradigm. They are moving from hipster to helpster with incredible sites and projects such as:
  • GlobalReporting.org – Mike Wallace, an associate from the west coast who moved to Amsterdam, is working with a group to unify the global standard messaging around what we mean by a financial eco bottom line. Take a look at these links:

So please, share your stories. We’d like to hear about your collaborative efforts. How are you coordinating action? Did you create a shared vision first? Are you taking advantage of social networking tools? Do tell.

Of course, we collaborated to produce this blog post.

Cindy Romaine | Romainiacs Intelligent Research | www.romainiacs.com
Jody Turner | Culture of Future | www.cultureoffuture.com

Sustainable Enterprise

Like most SLA members who have a master’s degree, I figure I’ve got enough of a formal education, and I’ve taught, served as a guest-lecturer, and presented regularly over the past few years. But, because sustainability is so pertinent to everything we do now, I felt a need to be a part of the solution. So, I found myself in the role of student again, and it was exhilirating.

I am surprisingly pleased with myself for completing my Sustainable Enterprise Certificate  from Willamette University this spring. The class was an eye-opener, as I thought content would focus on how to interpret some esoteric sustainability index. Instead we looked at system dynamics, leverage points, biomimicry, and the nature of social collaboration—really big ideas—that can produce shifts in people’s thinking about “what is sustainable?” The class literally changed my mind.

Leverage Points

One of the big “aha’s” for me was an article on “Leverage Points: Places to Intervene in a System” by Donella Meadows which opens with:

Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big shifts in everything.

It’s a great concept, with a surprising history. If you think about it, isn’t a leverage point kind of the same thing as a magic spell or a secret passage way? Only instead of the missing ingredient for a powerful incantation, these leverage points offer access to positive change.

The highest leverage points change the goals, mindsets, and paradigms of a system to enable a new vision. The lowest leverage points deal with subsidies and buffers, but they rarely change the underlying behavior.

For example, we learned that when you want to facilitate change, look for the places where you can intervene in a system and foresee that your intervention will not only have a ripple effect, the change will be in the right direction. Leverage points can be counterintuitive, so use caution.

Info Pros

As an information professional who researches, organizes and disseminates information, I was not surprised to see that the structure of information flows, that is, who does and does not have access to information, is a fairly high leverage point. As they say, “knowledge is power,” so adding information to a system can be a powerful intervention. 

How do you use leverage points to change a system at the highest levels? Meadows advocates that you follow this advice:         

You keep pointing out the anomalies and failures in the old paradigm, you keep speaking louder and with assurance from the new one, you insert people with the new paradigm in places of public visibility and power. You don’t waste time with reactionaries; rather you work with active change agents and with the vast middle ground of people who are open-minded.

In our class, we learned how these tools could lead to a more sustainable economic, social and environmental system. But in the back of my mind, I kept coming back to the goals of SLA, and my new role as president-elect. What kind of leverage points could we uncover to facilitate a new, FUTURE READY state? What other sustainability lessons could I apply to move us toward being essential in the new knowledge economy? 

I’ll be mulling this over for the next few weeks as I completely internalize my new sustainability certificate. I hope you have some answers, too.

Bill Gates on energy: Innovating to zero!

If you had billions of dollars at your disposal, what is the one thing that you would wish for? At the TED Conference this year, Bill Gates unveiled his wish for Zero CO2 Emissions. It has GOT to be your wish, too!

Bill Gates states that innovation, the pace of innovation, market incentives, basic research and regulatory support will reduce the cost of energy and CO2 emissions. Its a complex issue and there’s a lot at stake. But, we are starting to see a tipping point.

We Want to Find Connections

One of the highlights of the January 2010 SLA Leadership meeting in St. Louis was James Kane’s   presentation on loyalty. Kane is the author of The Loyalty Switch and Virtually Loyal. His research is on the science of loyalty. (Did you know there was such a thing? I didn’t.)

He started off his presentation by showing a few slides (okay, actually quite a few slides) about himself, his house, where he’s lived, where he went to school, what brands he likes and buys, and what brands he does not like. The New York Yankees and US Airways both fall in the latter category.

He did this in order to make the point that we want to find connections in our lives. We want to have a community where we can share things. When we establish connections, life is better. We are stronger when we share. On a primitive level, Kane said that connections support our survival. Toward that end, we are always looking for people we can trust, who are looking out for our best interest.

The way Kane explained it, loyalty is an emotion that comes from relationships. There are four relationship levels: 

  • Antagonistic—these relationships occur when you dislike something, and act on that dislike.
  • Transactional —you pay something of value and get something in return. It’s a business relationship – it’s not personal.
  • Predisposed—where people have positive feedback, but were leaning in that direction already.
  • Loyal—loyal relationships contain very strong bonds. This is action-oriented behavior, and occurs in about 20% of your customers.

In the science of loyalty, there are actually several different components. To describe them in more detail, I’m going to continue talking about the allegiance of fans to their sports teams. Earlier, Kane mentioned his strong dislike for the New York Yankees baseball team. Detractors describe the Yankees as condescending, conceited, and overpaid. On the flip side, Yankees fans use words like classy, consistent, clutch, and in 2009, championship. The Yankees have been described as one of the most valuable sports franchises in the world not because they look great in pinstripes, but because of fan loyalty.

See if you recognize yourself and how you feel about your favorite sports team in these attributes.  

Component Explanation
Trust This component is made up of character, consistency, competency, and capacity. Is your team trustworthy? Kane puts this attribute first because trust is baseline; that is, you HAVE to have it in order to build loyalty, but, interestingly, clients don’t give you credit for having it. Sports fans buy tickets because we trust our team to try hard and give a good effort. When teams are just going through the motions, they break these bonds of loyalty, and that bond is hard to rebuild.
Competency It’s hard to be loyal to losers, but it happens when your team is truly trying to win. The Chicago Cubs haven’t won the World Series in a century, but hope springs eternal. They bring in new managers, draft new talent, and clearly keep trying, and that’s enough to maintain the loyalty of the fans.  
Capacity You need to have the ability to handle relationships in a meaningful way. If we had 50,000 fans, what infrastructure would we need to support them? 
Belonging This is about shared contribution, for example: “I’m a Raiders fan.”  If you wear the team’s logo on your hats, shirts, and socks, mount posters in the basement, and participate in forums and blogs, you increase the sense of belonging. Some people are just natural “joiners,” who think “these are my people” when they are with other fans.
Purpose Sports franchises have a singular purpose – to win. But nobody can win them all, so there is an ebb and flow in a team’s fortunes. Yet for fans, whose loyalty hinges on a shared vision, as long as the team is true to its purpose, the loyalty will continue.
Recognition I am a unique person, not a barcode, and I need you to provide me with unique services based on my preferences. Teams, like any other business, have to recognize that their income depends on fan loyalty, and they have to provide a variety of venues for fans to embrace their team.
Insights When you collect data on your client and use it to take a burden from them, you engender loyalty. Your insights and understanding about what keeps the client up at night should allow you the ability to proactively do something to solve their problems.

Kane’s points about loyalty are very germane to how we craft and deliver information services. Loyalty is NOT talking about ourselves. Repeat: Loyalty is NOT built by talking about how great we are.

Loyalty is about shared identity, and making your identity mesh with your customer’s perceptions. To demonstrate this point for the SLA Leadership Summit, Kane did something very clever. He showed a video which included a little something from the blogs or Facebook accounts of about a dozen people in the room. For example, from my blog, he said I liked movies with sub-titles. And an interesting thing happend: when he showed familiarity with a few people in the room, other people in the room felt included as well!

Kane’s message hit home for me on a personal level. My Aunt Carmen, who passed away two years ago, was a devoted fan of the Portland Trailblazers. The team won the world championship in the late 1970s, but in 1990s, they were mocked as the “Jailblazers”. Through it all, Aunt Carmen stayed loyal and never gave up on them. She embodied every part of what Kane was talking about; she was completely loyal.

How do you demonstrate loyalty? What team are you loyal to, and why?

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