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Finding the value incorporate librariesCan outsourcing and managed services work for theinformation professional as we[[as the company? Ask RobCorrao and lain Dunbar of LAC, and the simple answer is'yes'. Their aim is to transform knowledge and informationmanagers who may be underused and under-appreciatedinto integraI employees that add visible value to a business. CROUP

COMMERCIAL libraries should be seen as an asset andnot a drain on resources - that's the message from aUS company that is hoping to show that well-managedlibrary services can help boost business and allow allstaffto work more efficiently.

For many in the library profession 'outsourcing' is adirty word, but I-AC believes that in some cases it canwork in the favour of staffas well as companies lookingto get the best out of their library services. The firm hasbuilt up a healthy client list in the US and with many ofthose firms also operating in the UK it was an obviousmove [o open a UK base. tAC's UK operation officiallyopened in March 201 t. LAC Chief Operating OfEcerRob Corrao and UK Operations General Manager IainDunbar say they are hoping to help UK companiesmake the most of their information.

According to Rob, companies need to see the valuein their libraries and staff in order to get the best outof them. LAC offers a range of consultancy and servicemanagement options that Rob says can help firms findthe inherent value of having a well-supported library.Outsourcing is one option, but not the only one andLAC works with companies and staff to find the bestsolution. That could mean drawing up an action plan,managing services in-house or transferring KIM staffto t-AC. The company was founded by an informationmanager, so its roots are with the profession, says Rob.

Demonstrating valueDifficult financial situations can be the catalyst for cut-ting library services. And if a company cannot see anyreal value in the operations of its library staff, it can bean obvious place to start wielding the axe - even if it isnot the correct one. A lack of understanding can be themain reason for a service to face cuts. After all, if youdo not know what something does (or should be doing)why bother to protect it?

However, Rob insists that simply cutting services is notthe answer and it is his job to make employers see thatlibrary services offer real benefits to a business - and inthe end that comes down to cold, hard cash. He said:'Often the call to "cut the library" is the easy way out.When people don't understand something they don'tknow why they should keep it.

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Rob Corrao

'We can show them how to improve the library andmake sure it is working for the company and provid-ing real benefits. We help to monetise the informationa company holds so that the cost of the library is not anissue.'

That can mean integrating the library staffmoreclosely with other parts of the company. By making thework of information professionals an integral functionof the firm, everyone benefits. A large number of LAC'sclients are legal firms and Iain says these should be aperfect fit for a restructured information managementservice.

'KIM people can be embedded within the practicegroups so that if a group is involved in research theyhave the skills of the embedded information managerimmediately available,' said Iain. 'It means they are notgetting drawn into time consuming research and theycan concentrate on specifically fee-earning areas. Thatis a very clear benefit of having information managersworking within the practice groups.'

Different approachThe consultancy work is just one strand of what [,ACcan offer along with recruitment and managed serv-ices. For many librarians and information managers,the idea of managed services can be a worry becauseit is synonymous with outsourcing. Rob admits thatoutsourcing has a bad reputation but t AC's approach isdifferent, with staff becoming part of the company.

'For a lot of outsourcing companies the only way ofachieving savings is through head count. But we haveincreased pay and benefits. It's through efficiencywhere we find the gains,' said Rob. 'One client we haveboth here and in the US who we are doing digital ar-chives management for had a $6m spend when we wentin. We came out and they were saving 50 per cent. Andofthe 50 staffthey had at the start, I think they lostjustone. It is not about cutting costs through headcount.We use technology, renegotiate contracts and improveworkflorvs.

'We will ask "why is something done like this" andinvariably the answer will be "that's the way it's alwaysbeen done." We can find better ways of doing thingsand there can be significant savings to be made.'

August 2012

CROUP

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Usualty people donot [ike change,but in generalwhen they seethe differencethey tike it. Wewant to makepeop[e's livesbetter and improvean organisation'ssuccess.- Rob Corrao

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LAC Group's website celebratesthe company's 25 years of serviceto commercia[ [ibraries.

OUN PEOPLEYOUR IESULIS

Managed services can mean leaving staff ir-r-house butunder the guidarrce of LAC, lvhere 'our stalf menr-ber works as parr of the team,' says Rob. 'Instead ofoutsourcing, l,e're going to bring t-A.C into the group.Our employee l'ili sit right next ro rheir empkryeeand for the most palt they rvill not knon, that person isbeing paid b1' r-rs. 1-here is no secrecy about it, but the'rvay itlvorks is that they are all rvorking as part of thesame team.'

L{C also creates traditional outsourced models ivithcentral hubs l'here stafl'are fielding queries frommultiple solrl'ces. Rob s:rid that \,vhile staff can be rvor-ried abor-rt tl're prospect of outsourcing and rnanagedservices it can be good for them.

Understanding peopleLA.C has more tlian 25 years experience in infbnna-tion management and was fbunded by a librarian, DebSchwarz. Her experience AS an information managerhelps to shape L\C irs a company. Rob said: 'Rarely dowe have the same solution lbr any trvo companies. \!'eare dealing with human beings and you have to under-stand that the1, l2r'" needs and ya1ts.

'When you understand rvhat's driving a person youcan achieve a lot more. Outsourcing companies forgotthat. \\te undersraltd the function of informationbecause l'e have been doing it for 25 years.

'One of the things rve hear time and asain is thatIibrary rvorkels are underappreciated and overrvorked.You have to gi\.e thenl a lifeline. You have to effectsome solt of char-rgc.

'Usually people do nor like change, but in generalwhen they see rhe difference they like ir. \Ve rvanr tomake people's lives better and improve an organisa-tion's success.'The fact that an organisation tur-ns to l-A,C in the fir.st

place means thel'ale likely to be l,illing ro lisren rowhat the consultants have to say. -I'hat means LAC canmake changes that an interrral KIM may find difficultto implement, even if they ar-e ar\rare of the problems.

August 20'12

FactfiteLAC Group began in 1986 asLibrary Associates Companies(LAC) and has grown into a pro-fessional services firm, providingtibrary legat, information andresearch staffing, consulting,project management and assetmanagement services.

! www.lac-group.com

Light butb momentsFinding tl.re inherent value of information and bringingit to the fole enables senior managers to recognise therole of infonr-ration managers. That recognition in [urnleads to better working relations betrveen the core Iunc-tion of a company and its information managers. Iainsays: "fhe true value of the information professional isnot something tl'rat is alrvays appreciated. We can showthat value to the company as a whole. There is oftenthat light bulb mornent where someone says - "I seelvhat you do not,".

'When sorneone becomes demoralised they arenegative, but rvhen they are appreciated they engagepositively l.ith the company. It can be very rewardingto see that change in people.'

For many companies, the driving force for any changeis money:ind LAC is confident it can make gains there.But Rob says it is about more than jusr finding sav-ings. Organised and well-used information manaserswill be able to help generate income. Rob says: 'It'sabout using in{brmation better. If you look at the stockmarket, all the increases come through innovation andnerv products - it's never through cuts.'

Where knowledge and information has an intrinsicvalue, for instance photographic archives, t-A.C has theexpertise to see that and to help capitalise on it. Again theskill is in monetising that value. Adding revenue streamto genuine savings makes it easy for people not connectedto a company's library to see that it has a value.

Rob says that some of the strongest advocates ofL{C's work are staffwl'ro have been brought in-housethrough outsourcing and management agreements. 'Iknorv of one place lvhere the staff who were about to beolltsou[ced were outraged,' says Rob 'There was oneperson who was particularly vocal about the decision,but after coming over to LA.C they have become oneof the most pro-outsourcir-rg people I know. They talkabout the benefits and the \{ay they feel much moreappreciated.' [1

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