It has been more than a year (March 2017) since I wrote an Agenda post about one of my favorite books on organizational success, Creativity Inc.: Overcoming the Unseen Forces that Stand in the Way of True Inspiration by Ed Catmull and Amy Wallace. What impressed me most about the success of Pixar was the approach to planning and problem solving that they used. The animated movies didn’t begin with a script; they started with an idea, which I think maps well in our environment for the purpose of an initiative.
It isn’t the release of The Incredibles 2 that has me thinking again about Pixar. (Although these hot, humid days of summer would be a perfect time to go to the movies.) What has me thinking about Pixar, and the creative process they use, is the release of our new library services platform.
I watched the implementation process unfold and realized that it had a lot in common with the way Pixar made films. The Ex Libris Implementation Team was not given a script for the implementation. They had a list of deliverables but were never given quite enough of the plot to decide what exactly to do. Primo/Alma is a platform, and configuration decisions vary depending on factors such as your current environment and the workflows you are trying to establish.
We had an idea of what we wanted: integrated workflows for staff, improved ability to generate statistics and assess our collection, and the reduction of silos for our users. The problem is that there is no single right way to implement Primo/Alma. The decisions that the Ex Libris Implementation Team made along the way depended on the workflows and functions we were trying to support. We had some idea of what those would be but were not quite sure how they would fit together. To make matters more complicated, the timeline for implementation was only six months (by comparison, The Incredibles 2 was 12 years in the making!). Finally, the implementation team brought together people from different backgrounds. Although each person has an area of specialty, no one person had the expertise to solve the problem alone.
The group worked together to develop the plot and the script. I will say that, from the sidelines, there were times when it was stressful for the group members as they struggled to determine how best to move forward. Like the folks at Pixar, they worked together and solved problems quickly. In the words of Catmull, “…if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself.” The group planned, but at some point (perhaps much earlier than any of them wanted) they had to test their plans. There were definitely mistakes along the way but again, as Catmull says, “Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new.”
The original group consisted of:
| Tao Yang (co-lead) | Interim AUL for Collection Development and Management | Resource Sharing |
| Chad Mills | Digital Library Architect | Digital Collections, Data Migration & Systems Integration |
| Abbey DiPaolo (co-lead) | Director of Financial Planning and Business Operations | Acquisitions |
| Gracemary Smulewitz | Head of Collection Services and Resources Sharing | Electronic Resources |
| Chris Sterback | Integrated Information System Administrator | Data Migration & Systems Integration |
| Joseph Deodato | Discovery Services Librarian | Discovery |
| Mary Beth Weber | Head of Central Technical Services | Resource Management |
Because of identified gaps, several other people were later added to the group.
| Laura Costello | Virtual Reference Services Librarian | Fulfillment |
| Amy Kimura | Web Services Librarian | Website Design and Updates |
| Jessica Pellien | Director of Communications and Web | Communications & Marketing |
I have to say that I am completely impressed by the team. The breadth and depth of knowledge in the group will provide the Libraries with a strong foundation for the future. They all know how the pieces fit together and how they can continue to make the system better. And each member of the team has worked with other groups to implement aspects of the platform, drawing on a broader range of expertise while exponentially increasing the reach of this knowledge. As an organization, we are not reliant on a few gurus with all of the answers.
This is only the beginning. There are plenty of issues to address, some we know about and more that will be uncovered. Borrowing one last time from Catmull’s insights on Pixar, I like to think that what makes the Libraries special “is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it.” This is the new world in which we live, and—thanks to the work of the Ex Libris Implementation Team and the lessons we’ve learned along the way—we are now better prepared to thrive in it.
