by Richard P. Hulser

Chess players often rely on their knowledge of what has been actually tried, the probability of its success (or failure), and are continually alert to new actions, incorporating this information into their next move. They may take a risk with an untried method or stick to one or more methods that have proven to be successful in the past. This strategy is similar to planning for the use of technology in information services.

There can be opportunity or danger in the unknown and unseen. Think about the use of technology as portrayed in some science fiction television shows. What may seem to be empty space to the inhabitants of a spaceship may actually be an area filled with information (i.e. another spaceship) "cloaked" or hidden from view. Being aware that such information may exist and being prepared to deal with it is critical, whether it is actually encountered or not.

Similarly, it is necessary to develop a strategy for information services to also anticipate technology as yet unavailable or easily seen as applicable to current and future needs.

Successful technology application for information services is based on its fit to actual needs, as well as realistic expectations of what can be accomplished using technology. The way to achieve this is through proper strategic planning. This includes an assessment of current resources and future needs as part of the development of a strategic plan to incorporate technology into information services.

Strategic planning for technology can be applied to units within Special Libraries Association (SLA), Washington, DC (herein referred to as "the association") and other associations as well as the workplace. Therefore, suggestions on applying the strategy planning principles to chapters, divisions, and other units of the association will be discussed in this article as deemed appropriate.

Support from the Top

Development of a strategic plan for technology begins with getting full support from appropriate senior management within the unit or entire organization, preferably the highest level executive such as the president. The support should be in the form of appointment of a team to develop the strategic technology plan and appropriation of resources needed to complete the plan. This sets the stage for obtaining resources to implement the plan when it is completed. It also strengthens the ability to gain cooperation among units within the organization to develop and implement the plan, often called "buy in".

In the case of the association, the mandate and direction typically comes from a unit's governing board, with help and added support from the SLA Board of Directors and SLA headquarters staff.

The Strategic Technology Plan Team

The next step is to convene the team charged with developing a strategic technology plan. The members should be comprised of individuals from across the institution or organization. Members of the team should include, for example, decision-makers from areas which are part of the information services infrastructure, such as the library, records management, data processing, as well as senior management or administration (in the case of an educational institution). There should also be appropriate representatives from departments that are served by the library or information services center, such as faculty or researchers. Technology awareness and use, as well as expectations, can be found in varying degrees throughout the organization and this is the best way to include a variety of expertise and knowledge.

This approach, while sometimes difficult to achieve, can serve to engender mutual understanding and respect, as well as form the basis for alliances with other areas within the organization. Participation in the planning process by these members ensures that the technology plan coincides with the mission and goals of the organization as a whole, takes advantage of resources throughout the institution, and meets the needs of the information services' constituents.

In a similar fashion, divisions and chapters of the association can draw from a variety of sources, including members with and without technology expertise or management of technology projects experience, as well as assistance from the association staff and Board of Directors as needed.

Alignment with the Mission

It is important to keep in mind the umbrella under which information services and the application of technology are provided within an organization. The mission and goals of the parent organization provide the framework within which such services are provided. A review of the organization's mission and goals, as well as the objectives to achieve the goals, should be done on a regular basis as these are likely to change more often than they have in the past.

Determination of what needs to be done for the future for organizations and association units starts with analyzing what exists today. Some of the initial steps should include:

• Identifying the clients or constituents for the information services provided by your organization. These typically are internal people or members of your unit, but may also include others such as members of a consortium to which your institution belongs--an arrangement which may require some level of reciprocal services which must be taken into account.
• Determine the current information services and resources requirements of these clients, as well as their expectations. How was this compiled? A survey or other process may be needed to gather actual data rather than relying on your own assumptions. Comparison of these results to analyses done by others can be helpful in assessing whether the requirements are unique or similar to those of other groups.
• Analyzing how the current services and resources address clients' needs and the effectiveness of technology use on those services.

The next step is to determine what will be needed in the future and what the gaps are relative to services currently provided.

• What will be the information requirements of these clients or members over the next three to five years?
• What information services and resources should be in place to address those needs?
• What are the gaps between the needed future services and those provided today? What and how can technology help close those gaps?

Major technology changes are now considered to occur approximately every 18 months. Given the typical planning and budget cycle of organizations, this can be unnerving. While such changes must be kept in mind, the key is to focus on the fact that technology will continue to change at an accelerated rate and account for that in the planning and budgeting process. Be careful not to rely on any specific technology as the answer for the long term, but rather as part of the answer. It may be necessary enhance the current technology but it might also be more practical to migrate to a totally different technology in order to satisfy long term requirements.

Balancing Resources

Effective strategy requires proper balance and management of several resources. The elements of these resources include physical resources and people, as well as the policies and procedures which govern the implementation of the strategy.

The nature of the information business today requires use of technology, but this does not mean that technology is the only answer. Indeed, there is a great deal of information still in non-digital form. "Analog" information, such as books and other physical resources, will be around for a long time. Yet, an increasing amount of information is being made available in digital form and there are some ways to tackle this in the planning process.

Start by selecting a subject area important to your organization and determine what is available in electronic form already and what sources (whether internal or external) will provide digital content in the near future. Based on this assessment, you can determine physical space and management needs, as well as initial technology management needs. Repeating this process for several priority subject groups will yield information to determine where investment in digital content and technology is required to support storing or accessing that content.

It is definitely appropriate to explore options for providing traditional in-house services in another way. Can the services be outsourced either partially or fully so that more time and resources can be spent on value-added services? Is outsourcing some services more cost-effective or are there factors which inhibit use of such alternatives?

Technology is also a physical resource. For instance, disk space is just that--space. While storage capacities of digital information per unit space of hardware is increasing, the complexity and space requirements of digital information is also increasing. Equipment and other resources are required to maintain digital information, take up space, and cost money. They must also be factored into planning.

Systems already in use may not be capable of meeting new functional needs (i.e. management and delivery of digital multimedia), nor able to be upgraded to do so. In addition, these systems may be located in another department or at an outside service and the plans of those groups to do such enhancements may not coincide with your needs or time when you need them to be done. Centralized or decentralized management of technology and support is another factor to consider. Options of maintaining digital content locally or remotely needs to be included as well.

Implementation of a project should be done in stages, working from a small "proof of concept" to both ensure the intended solution is possible, but also to provide a result which can be used to promote the project for further implementation and expansion. If the implementation of the "proof of concept" for some reason does not prove to be viable, it is likely much was learned anyway while at the same time a limited amount of money and other resources have been expended. Implementation of new technologies is not done by everyone. Some organizations thrive on being on the edge while others prefer to implement only "proven" technologies. There is no right or wrong on this, only what is right for your environment and culture. If your environment is willing to explore new technologies and accept the associated risks, then be sure and include that in the planning.

The People Factor

Implementation of any kind of technology requires some level of skills, education, and training of staff, whether they are providing information services or responsible for support of the technology implementation. Users may also need some level of skills or training to effectively use the technology-based services. Planning for technology should include these elements both in time as well as budget.

There is often a situation where staff have a variety of knowledge and experience with technology. New and appropriate technical skills are required by staff to efficiently use implemented technologies. Strong, yet flexible, training programs can provide a solid base for addressing this need. Such training can be formal, such as in a class, or informal, such as attendance at conferences or working on a self-study module. Members of association units also vary in technology skills and experience and therefore formal and informal education and training should be incorporated in programs. These skills can also be utilized in the workplace.

Organizational structures and cooperation are also important considerations. Dynamic times require dynamic organizations. Maintaining reporting structures that have become large and unyielding to change limit the ability to adapt quickly to new challenges. Empire builders or maintainers may inhibit the ability for innovative technologies to be applied to current or future needs. As the strategic technology plan is developed, management techniques and reporting lines should also be examined for their appropriateness and effectiveness in addressing requirements and use of technology. Techniques such as team approaches can include formal or informal groups to deal with pressing needs or to provide services. These can be put in place on a temporary or permanent basis, depending upon what is required. It is essential that there is cooperation within a department and between departments in order to be more efficient and effective in the use of resources, and temporary teams are one way to introduce this in an organization.

Policies and Procedures

Policies and procedures can help or hinder a good information technology strategy plan. They may need to be adjusted, eliminated, or new ones put in place in order to accommodate capabilities of new technologies. Access to the Web, for instance, has required many organizations to adjust their internal policies.

While there is now an emphasis on access instead of ownership, ownership may sometimes be the appropriate choice due to reasons such as intellectual capital security. In addition, policies and procedures on what needs to be locally or internally maintained can be affected by the capabilities of implemented technology systems for security of content and its transmission.

The use of technology in daily work is no longer a frill or option, but rather an integral part of services. Therefore, short-term or one-time funding of technology-related resources just will not suffice. While some resources may initially be obtained through grants or other one-time funds, ongoing maintenance and upgrades need to be woven into the budget for the future. This is imperative for core operations.

Continuing education and training of the senior management, as well as the staff, in use and management of technology is important. Procedures should incorporate such training.

Is the Plan Successful?

Measurement and evaluation of intended success is an often forgotten, yet key piece of a strategy plan. As a strategic technology plan is developed, implementation milestones and other kinds of measurements should be included. This will provide a means to identify successes and problems early, thus allowing for adjustment of resources accordingly. Improper application of technology, such as without a real need, no matter how sophisticated the technology, can waste time, energy, and money. It doesn't "look good" either.

Suggestions as a Summary

On the positive side, it is important to:

• Plan for change - it is the only constant
• Try new ways to provide services as appropriate for the organization
• Consistently gather client requirements and adjust services accordingly
• Maximize use of all resources (people, space, money, technology, professional connections)
• Form alliances with other information-related and technology-based services within your organization
• Make sure you have cohesive intra- and interdepartmental "buy in"
• Keep abreast of the big picture of your organization. Along with technology, many organizations are undergoing major shifts and changes. The mission and goals of the organization two years ago may not be what is intended for the next few years.
• Be proactive in aligning proof of organizational successes with information services provided

On the other hand, be sure not to:

• Create a strategic plan and put it on the shelf
• Depend on management to implicitly understand the value of your information services, use of technology, and how they are tied to organizational successes
• Rely on technology to solve all your problems. Ensure that senior management has a realistic view of what technology can and cannot do.
• Expect what worked last year will work this year
• Expect everyone to come to you for information services--they may (and probably already do) find it elsewhere.

The technology strategy game can be won by applying these principles and suggestions to your organization or association unit. Take a deep breath, carve out the time, and press forward and give it a try!

Further Reading

Hulser, Richard P. "Technological Knowledge and Skills for Information Managers." in: Position Descriptions in Special Libraries, edited by Del Sweeney and Karin Zilla. 3rd ed. (Washington, DC: Special Libraries Association, 1996), 9-13.

Oblinger, Diana G. and Sean C. Rush, editors. The Future Compatible Campus: Planning, Designing, and Implementing Information Technology in the Academy. Bolton, MA: Anker Publishing (c1998).

Sahlman, William A. "How to Write a Great Business Plan." Harvard Business Review 75, no. 4 (July-August 1997): 98-108.

Hulser is a consultant with IBM and a member of the SLA Board of Directors. He has authored numerous articles and book chapters relating to technology use in information services and has given presentations at a variety of international meetings.