Index
bad timing, 12
benchmarking, 133–4
benchmarks, 95
with relaxation matrix, 116–18
business concept, 47–61
commission, 48–50
consequences and risks, 58–9
information audit, 56–7
needs analysis, 54–6
priorities, 59–60
prioritising under pressure, 60–1
stakeholders, 51–3
success story, 58
value proposition, 57–8
vision and goals, 47
voices from practitioners, 68–73
challenges for business development, 72–3
dealing with ideas from staff, 72
source of inspiration and ideas, 71
successfully implemented plan, 70–1
tips for engaging employees in change management, 71–2
tips for working with business development, 73
working with business development and planning, 69–70
activities and schedule, 81
annual cycle, 79
annual planning process, 79–80
content, 81–3
voices from practitioners, 83–8
challenges for business development, 87–8
dealing with ideas from staff, 86–7
source of inspiration and ideas, 85–6
successfully implemented plan, 85
tips for engaging employees in change management, 86
tips for working with business development, 88
working with business development and planning, 84–5
business review, 127–30
overview, 128
single services, 129
Bygge, M. H., 14–18
change management, 7–18
case study: the unsuccessful involvement, 12–13
involving staff, 11–12
manager’s responsibility, 9–10
team members’ responsibility, 10–11
turbulent times, 13–14
voices from practitioners, 14–18
challenges for business development, 17
dealing with ideas from staff, 17
source of inspiration and ideas, 16
successfully implemented plan, 15–16
tips for engaging employees in change management, 16–17
tips for working with business development, 17–18
working with business development and planning, 14–15
Chun, W.C., 45
commission, 48–50
communication department, 50
competitive intelligence function in corporations, organisations or authorities, 49
library centre in corporations, organisations or authorities, 49–50
public library, 50
university library, 48–9
communication plan, 107
communication technology, 140–1
competitive intelligence, 19–41
decisions and actions, 34–5
demands on individuals and organisations, 23–6
forming of perspectives, 22–3
PCMAC model, 26–34
pitfalls and tips, 35–7
politics, 35–6
prejudice, 36
prestige, 36
tabulation, 36–7
voices from practitioners, 37–41
challenges for business development, 40–1
dealing with ideas from staff, 40
source of inspiration and ideas, 39
successfully implemented plan, 39
tips for engaging employees in change management, 40
tips for working with business development, 41
working with business development and planning, 38–9
contextual environment, 22
copyright, 138
issues for electronic information, 140–1
cost-benefit analysis (CBA), 95
customer satisfaction index (CSI), 95
impact analysis, 124–6
matrix, 126
implementation plan, 107
information, 4
combining physical and electronic resources, 139–40
packaging, visualising and analysing information, 140
information management, 136
information professionals, 138
information resources, 65–8
organising, delivery and use, 67–8
selection, content and form, 67
information strategies, 61–8
embedded library, 62–3
integration strategies, 62
managing and using information resources, 65–8
strategies for financing and competence, 63–5
voices from practitioners, 68–73
challenges for business development, 72–3
dealing with ideas from staff, 72
source of inspiration and ideas, 71
successfully implemented plan, 70–1
tips for engaging employees in change management, 71–2
tips for working with business development, 73
working with business development and planning, 69–70
information technology, 140–1
interviews, 95
involving staff, 11–12
leadership, 7–18
case study: the unsuccessful involvement, 12–13
involving staff, 11–12
manager’s responsibility, 9–10
team members’ responsibility, 10–11
turbulent times, 13–14
voices from practitioners, 14–18
challenges for business development, 17
dealing with ideas from staff, 17
source of inspiration and ideas, 16
successfully implemented plan, 15–16
tips for engaging employees in change management, 16–17
tips for working with business development, 17–18
working with business development and planning, 14–15
library and information services (LIS), 4
challenges, 139–44
changes in information and communication technology, 139–40
changing competence requirements, 143
changing roles of information professionals, 143
combining physical and electronic information sources, 139
competition, 143–4
copyright issues for electronic information, 140–1
demonstrate benefits and value, 142
new demands for packaging, visualising and analysing information, 140
rationalisations in the public and private sectors, 144
relations between LIS function and the parent organisation, 142
relations between LIS function and the users, 141
changes, 136–9
changes and challenges, 135–44
LOTS model, 38
needs analysis, 54–6
information management, 56
information provision and competitive intelligence, 55–6
lifelong learning, 56
analyse, 33–4
capture, 31–2
communicate, 34
identification of key intelligence topics and questions, 30–1
illustration, 27
manage, 32–3
plan and prioritise, 27–30
Petersen, J.G., 83–8
private scanning, 25
relaxation matrix, 116
remote environment, 22
Research Intelligence Library, 112
return on investment (ROI), 95
scanning in principle, 25
at a public library, 124
SMART model, 38
social media, 137
specific, measurable, achievable, realistic and time-related (SMART) model, 90–1
spider diagram, 130–2
statistics, 95
business concept and information strategies, 43–74
business concept, 47–61
information strategies, 61–8
voices from practitioners, 68–73
business plan, 75–88
activities and schedule, 81
annual cycle, 79
annual planning process, 79–80
content, 81–3
voices from practitioners, 83–8
changes and challenges, 135–44
competitive intelligence, 19–41
decisions and actions, 34–5
organisations, 23–6
forming of perspectives, 22–3
PCMAC model, 26–34
pitfalls and tips, 35–7
voices from practitioners, 37–41
implementation of strategic decisions, 105–13
from Tetra Pak Library to Technology Intelligence, 108–13
leadership and change management, 7–18
case study: the unsuccessful involvement, 12–13
involving staff, 11–12
manager’s responsibility, 9–10
team members’ responsibility, 10–11
turbulent times, 13–14
voices from practitioners, 14–18
necessary business development and planning, 1–6
strategic goals, measurement and evaluation, 89–103
measure and evaluate, 92–7
set the strategic goals, 90–2
voices from practitioners, 97–103
tools, 115–34
benchmarking, 133–4
brainstorming with relaxation matrix, 116–18
impact analysis, 124–6
organising workshops, 115–16
PESTLE(M), 118–19
scenario planning, 122–4
spider diagram, 130–2
SWOT, 119–22
unbiased review of the business, 127–30
strategic business planning, 76
necessary business development and planning, 1–6
strategic decisions implementation, 105–13
from Tetra Pak Library to Technology Intelligence, 108–13
key success factors for fruitful implementation of major changes, 107–8
reasons for activities that ensure that change is implemented and adopted, 107
measure and evaluate, 92–7
methods, 94–6
pitfalls and tips, 97
return on investment for a discovery solution, 96–7
measurement and evaluation, 89–103
set the strategic goals, 90–2
voices from practitioners, 98–103
challenges for business development, 102
dealing with ideas from staff, 102
source of inspiration and ideas, 100
successfully implemented plan, 99–100
tips for engaging employees in change management, 101–2
tips for working with business development, 103
working with business development and planning, 98–9
matrix for analysis, 122
surveys, 95
Swedish Institute for Quality (SIQ) model, 2–3
team members’ responsibility, 10–11
Technology Intelligence, 108–13
timing, 107
tools, 115–34
benchmarking, 133–4
brainstorming with relaxation matrix, 116–18
impact analysis, 124–6
matrix, 126
organising workshops, 115–16
PESTLE(M), 118–19
scenario planning, 122–4
public library, 124
spider diagram, 130–2
SWOT, 119–22
matrix for analysis, 122
overview, 128
single services, 129
unbiased review of the business, 127–30
‘triple E&B, ’ 19, 21
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