Lessons Learned

The lessons learned from the experiences of the Pilot and Exemplar Sites

What were the main lessons learnt from both the original pilot and exemplar sites during their implementation of information strategies within their institutions?

Senior management commitment

The issue most cited by the pilot/exemplar projects was the need for the commitment, understanding and support from senior management in their institutions. Senior management often did not understand the area and the magnitude of change involved or the level of resources required. It was important to spend time and effort at the beginning of the process with senior management to ensure buy-in, as the following quotes indicate:

It was found that in order for the Strategy development to be successful, it was essential to have top level support, through the Pro-Vice-Chancellor for C&IT and the appropriate Committee Structure to prioritise and drive the initiative forward'

Leeds Case Study

Project did not have sufficient buy-in at the top and suffered from a lack of resources

North London Case Study

This is a project which requires commitment at the most senior level as it touches all areas of work

Belfast Case Study

Engagement and involvement

The other area most cited by the Pilot and Exemplar sites is the need to involve a wide cross section of the community, to bring people from different disciplines to together and to have an ongoing dialogue. The Information Strategy methodology introduced new methods for consultation and decision-making to many institutions as the following extracts make clear:

Make the workshops cross-community wherever possible; people learn a lot from each other in a workshop environment. Involve as many of the user communities as possible; Give people the opportunity to raise the information-related issues that are making their current lives difficult. The current problem definition will provide the baseline that will enable sound planning for the future.

Glamorgan Case Study

The need to demonstrate the relevance of the project required extensive communication and presentations at meetings; and the importance of linking in with other areas of work already underway in the organisation e.g. Training programmes etc

Belfast Case Study

Seek the views of a wide spectrum of constituencies; Develop a network of people across the institution who understand what you are trying to do; Involve people across a wide spectrum of constituencies in the work.

Glasgow Case Study

In particular, the use of workshops with staff and students has provided an opportunity to discuss common difficulties and for colleagues to learn from one another; an opportunity to consider information needs - what do you get that you don't need, and what don't you get that you need? And perhaps most importantly to consider attitudes towards information - why isn't what you need made available to you, and possibly, why don't you feel comfortable allowing wider access to information for which you feel 'responsible'?

JISC circular 5/98

The Information Strategy development has given the Institute an opportunity to introduce new methods of consultation and decision making (focus groups, slice groups, all staff summaries, widespread committee consultation). Some of these methods have subsequently been used by others trying to introduce strategic changes within the organisation

Roehampton Case Study

It was unusual in 1997 to use focus groups (including students). The process identified information black holes and loopholes. It was a change catalyst - getting people to talk together in multidisciplinary teams exchanging problems and solutions. Students included in the focus groups gave a different perspective.

Participant in the JISI interviewed 2008

Communication throughout the process was important to ensure people throughout the organisation were aware of the process to get buy in and embed the outcomes.

The need to demonstrate the relevance of the project required extensive communication and presentations at meetings; and the importance of linking in with other areas of work already underway in the organisation e.g. Training programmes etc

Belfast case study

'It is Important to create a 'buzz'. Either through embedding the process into the existing committee structures or workshops or newsletters'

Participant in the JISI site interviewed 2008

'Communication is very important - particularly with the wider community to build a momentum for embedding.'

Participant in the JISI interviewed 2008