Group items tagged

Data curation is defined as “the active and ongoing management of data through its lifecycle of interest and usefulness to scholarship, science, and education.” (GSLIS) The volume of scientific data is growing exponentially across all scientific disciplines. This phenomenon has been termed the “data deluge.” The data deluge is now a fundamental characteristic of e-science and “big science,” especially in disciplines such as physics, astronomy, and earth and atmospheric sciences. Moreover, stakeholders are beginning to recognize the value in sharing data assets with each other and in curation of data for re-use over the long term. Competent information professionals are needed to curate this data for future research and education requirements.

I recently conducted a focus group with local authors, and put this proposition to them: * Would you consider DONATING a single copy of your ebook file to the library if we agree to... * Preserve, review, recommend, and digitally display it; * Buy an extra copy for every four people who are waiting for it; * Put a "click here to buy" button in our catalog, with the understanding that you'll share in the revenue of the sale (say, we take 10% AND YOU GET 90%). Guess what? They said, "Yes." Are we talking to the right people?

I have proposed that the university library could function as a re-invented university press. However, this guide is intended, over the course of as many parts as I need to be able to write this in manageable chunks, to signpost a third way. This guide is for academics who want to establish their own journals that are:Peer reviewed, in a traditional pre-review modelOpen Access and free in monetary terms for authors and readersPreserved, safe and archived in the event of catastrophe or foldReputable: run by consensus of leaders in a field

The board is absolutely crucial. Academic journals work on a system of academic capital; you need respected individuals who are willing to sit on your board, even if they are only lending their name and you end up doing most of the legwork. It should only be a matter of time before academics realise that journal brand isn’t (or shouldn’t be) affiliated to publishers, but rather to the academics who choose to endow a journal with their support.

When the first articles start flooding in, you’ll need all the help you can get. These have to be people you can trust to understand the challenges you’re facing. They need to set the bar high for the first issue while also appreciating the difficulties of attracting the big names to start-up journals. Contact people early so that you’re ready to go.

Companies are investing major resources in training employees to“think big,” “get inspired,” and nimbly embrace change. Some have made significant progress in the last several years, but most innovation initiatives fall flat. Why? Because too many change initiatives simply add another layer of processes to the to-do lists of already overwhelmed and tired employees. Rather than piling on more, you must begin by getting rid of things rather than continually building on what doesn’t work. In effect, you must “kill” your company.

Therein lies the dilemma, because even as we shunt aside innovation in favor of more immediately gratifying business initiatives, most of us know that innovation—the ability to develop novel and useful ideas with a business purpose—is what will really drive growth and carry our organizations into the future. It’s, therefore, imperative that we better balance how much time we spend working internally on ways to make the status quo more efficient with time we spend examining what’s changing externally so we can start questioning the status quo altogether. We need to accept some risk, because innovation requires taking risks. We need to find ways to develop and support a culture that makes room for innovative insight. A company mired in complicated processes and short-term results is simply not in a position to encourage innovation, no matter how many new programs its leaders talk about or implement, or how often they demand innovation from their employees. It just won’t work. To create the company of tomorrow, you must break down the bad habits, silos, and inhibitors that exist today. That’s why you have to kill the company first. It’s probably the most innovative thing a leader can do.

The challenge for most companies isn’t how to get people to be more innovative; it’s how to stop paying lip service to innovation and create a structure and culture in which it actually can flourish and deliver results.