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Organizational library setup project

Meetings

Organizational learning research meeting

Organizational learning research meeting

Invitation email

Subject: Organizational learning research meeting invitation

Dear colleagues,

We hereby invite you to our organizational learning research meeting. We would like to discuss some fundamental research outcomes about learning format preferences and learning solution preferences in this meeting. The goal is a common understanding of the current learning environment of our organization and the current trends we identified with our research.

Best, Max

Meeting information

Slide: Learning format questions

TBD...

Slide: Explanatory learning theories

What are explanatory learning theories?

  • Because of the absurdly high number of different learning theories, we don’t care too much about the theoretical background.
  • Instead, we care about the actual outcomes for our organization.
  • The web is full of good encyclopedic and research articles about learning theories.

What are some existing learning formats?

  • Synchronous vs. asynchronous
  • Online vs. offline
  • Text vs. images vs. audio vs. video

Slide: Learning format employee preferences

What learning formats does the organization already have in use?

  • Simple answer: All of them
  • Longer answer: It depends on where we look and what the threshold for “in use” is.

What are the cultural preferences of the organization’s employees?

  • Talking: Absolutely
  • Doing: Moderately
  • Reading: Not so much

Slide: Learning format management preferences

What learning format does the organization’s management prefer?

  • Synchronous: People love talking
  • Asynchronous: Engaged people value their time
  • Offline: Preferred, Covid-19
  • Online: Faster, mobile
  • Video: Interactive, average employees love it
  • Audio: Niche preference
  • Image: PowerPoint bullshit bingo
  • Text: Niche preference, but more people than you might expect still like to read books

Slide: Learning formats for us

What's the most effective learning format for the organization?

  • Asynchronous
  • Text vs. images vs. audio vs. video

What’s the most efficient learning format for the organization?

  • Asynchronous
  • Text + images

What’s the preferred learning format of the L&D team?

  • Easy to implement
  • Gets the job done

Slide: Learning solution questions

TBD...

Slide: Learning solution requirements

What learning solution requirements do we have?

  • Effective
  • Efficient
  • Sustainable

What are some possible organizational learning solutions?

  • Broad and deep market of learning solutions
  • Many are quite expensive, in the case of an organization-wide rollout
  • Content + medium (software) includes everything but is also the most expensive solution

Slide: Learning solution cost comparison

What are the costs of typical organizational learning solutions?

  • 10-25 EUR / month / user (employee)
  • 10 employees: 1,200-3,000 EUR / year - moderate
  • 100 employees: 12,000-30,000 EUR / year - quite significant
  • 1000 employees: 120,000-300,000 EUR / year - budget, long discussion, continual evaluation

Slide: Learning solution employee preferences

Which learning solutions do our employees prefer?

  • It depends
  • Some: Live talking - entertainment
  • Others: Offline reading - deliberate learning

What are learning solutions to test our employees’ willingness to learn?

  • Better (moderately relevant)
  • Faster(!)
  • Cheaper(!)

Slide: Learning solution lean implementation

How do we start with cost-efficient learning solutions before scaling up?

  • Evaluation before (test) implementation
  • Build - Measure - Learn
  • Evaluation after (test) implementation - while adopting

Follow-up

Subject: Organizational learning research meeting follow-up

Dear colleagues,

Thanks for participating in our organizational learning research meeting. We hope to give you a brief overview of learning & development challenges without going into too much detail. These foundations are important for future general discussions but not for the actual project execution, including the organizational library's setup and operational processes. We’ll contact you with more detailed information in the near future.

Best, Max

Organizational learning solution options meeting

Organizational learning solution options meeting

Invitation email

Subject: Organizational learning solution options meeting invitation

Dear colleagues,

We kindly invite you to our organizational learning solution options meeting. We want to discuss the foundational options to improve our learning & development capability in this meeting. These options are based on our previous learning research meeting. The upcoming meeting will give us an overview of concrete learning solutions.

Best, Max

Meeting information

Slide: What are some possible learning solution options?

  • External live training: Looks simple, some people may find it boring, expensive for the organization
  • Internal live training: Hard to set up, looks cost-efficient, hidden costs
  • Recorded training: Cost-efficient, doesn’t suit every learner, lots of management needed
  • Video content licensing: Limited content selection, management needed, can be expensive
  • Online learning platform: All topic areas, expensive to license
  • Books: Effective, efficient, sustainable, limited number of interested learners

Slide: External live training

Description: The organization hires an external trainer to conduct live training.

  • Effectiveness: Depends on the trainer and the training execution.
  • Efficiency: Not very efficient (live, small group, not scalable).
  • Sustainability: Depends on the training execution and the written learning materials.

Slide: Internal live training

Description: The organization assigns an internal employee to conduct live training.

  • Effectiveness: Depends on the trainer and the training execution.
  • Efficiency: Not very efficient (live, small group, not scalable).
  • Sustainability: Depends on the training execution and the written learning materials.

Slide: Recorded training

Description: The organization assigns an internal or external person to record training.

  • Effectiveness: Theoretically it is similar to live training, although effectively people don’t like it the same way.
  • Efficiency: Much more efficient than live training (scalable training execution).
  • Sustainability: Depends on the training execution and the written learning materials.

Slide: Video content licensing

Description: The organization licenses video content to be used with a secondary learning software tool.

  • Effectiveness: Similar to self-created recorded training. Can be of a higher quality.
  • Efficiency: Faster than self-recorded training.
  • Sustainability: Same as self-recorded training.

Slide: Online learning platform

Description: The organization licenses an online learning platform (e.g., LinkedIn Learning), making the software platform and the video content available to a high number of employees.

  • Effectiveness: Broad, high-quality training selection.
  • Efficiency: Fast to implement, very expensive, “job done.”
  • Sustainability: Depends on the individual learner, danger of lack of adoption by employees.

Slide: Books

Description: The organization purchases a number of physical books and sets up bookshelves to rent out books to employees free of charge.

  • Effectiveness: Very effective, but only for a limited percentage of employees.
  • Efficiency: Extremely low costs for shared books, but this must be divided by the number of users.
  • Sustainability: Very sustainable because of high-quality written documentation. Simple and easy research at any time.

Slide: Summary

  • Live training will always be a relevant format.
  • Recorded training can be a good addition to live training.
  • Video content licensing is an option if the content is available.
  • Online learning platforms are very sophisticated but also very expensive.
  • Books are an effective, efficient, and sustainable learning solution for a limited percentage of employees.

Follow-up email

Subject: Organizational learning solution options meeting follow-up

Dear colleagues,

Thanks for discussing possible learning solution options with us. We hope we could give a brief overview of the current market landscape. We’ll keep you updated about our ongoing actions to improve our organization’s learning & development capabilities. If you have any questions, don’t hesitate to send us an email. We’ll also update our wiki page with the latest information regarding our learning & development efforts.

Best, Max

Business case meeting

Business case meeting

Invitation email

Subject: Organizational library business case meeting invitation

Dear colleagues,

We would like to introduce you to our organizational library business case. This business case includes basic information on what is an organizational library, why it’s useful to set one up, and how we could start doing this.

Best, Max

Meeting information

Slide: Overview

  • Our employees need intellectual input to create monetary outcomes for our organization.
  • The organizational library as a learning & development tool consists of business books for personal and organizational advancement.
  • We propose testing the concept of the organizational library with an initial book collection.

Slide: Goal

  • We facilitate organizational growth through improvement and innovation.
  • We facilitate improvement and innovation through knowledge, learning, and innovation.
  • We facilitate organizational learning with lightweight learning instead.

Slide: Objectives

  • Maximize the percentage of employees contributing ideas that result in measurable improvements and innovations.
  • Maximize the percentage of employees contributing ideas, improvements, and innovations from external sources (books, web, etc.).
  • Maximize the number of frameworks and methodologies evaluated for implementation.

Slide: Challenge

  • Books are a valued source of good practices and general wisdom for employees.
  • Books that advance the organization are expensive for employees.
  • Organizations don’t have information about which books could advance their operations.

Slide: Possible solutions

  • Organizations can decide not to invest in books for employees.
  • Employees can use their learning & development budget to buy books.
  • Organizations can set up the organizational library to share books between employees.

Slide: Solution recommendation

  • The organizational library is an effective, efficient, and sustainable solution for organizational learning.
  • The organizational library supplements other forms of learning, like training and learning software solutions.
  • The organizational library is the most cost-efficient organizational learning solution.

Slide: Benefits

  • Employees read books that advance their individual work performance and, through approaches and methodologies, the organizational strategy and operations.
  • The organizational library affiliates employees with self-driven learning & development.
  • With the help of a corresponding learning initiative, people share their knowledge, ideas, and innovations throughout the organization.

Slide: Limitations

  • The organizational library supports book readers as one specific learner type.
  • We will never satisfy all learners with a single learning solution, not to mention those employees who are unwilling to learn.
  • The organizational library needs some management work, which can be done by one or two employees in their spare time.

Slide: Procurement

  • The organizational library consists of a limited number of books at the beginning.
  • After measuring the success of our organizational library and collecting feedback from the readers, we would expand the offering with new book collections if the employees actually read the books.
  • Besides the organizational learning effectiveness, we focus on budget efficiency.

Slide: Budget

  • We recommend an initial budget of 10.000 EUR to purchase a limited number of book collections containing around 400 books.
  • If our corporate library is a success, we estimate an initial budget of 10.000 EUR and yearly costs of 3.000–5.000 EUR for additional books.
  • In the case that our corporate library isn’t successful we will change our approach or the managing personnel, or shut down the initiative.

Slide: Risks

  • The most significant risk is that our employees don’t read the books.
  • This risk of no/low adoption is the same as with every other corporate learning solution.
  • The costs of an organizational library are significantly lower than other learning & development solutions.

Slide: Risk mitigation

  • We plan to support the introduction of the corporate library with an initiative explaining the concept, and encourage leaders to take the time for their team to carry out self-service learning.
  • We measure the cultural adoption of the organizational library with an electronic record of borrowed books and different surveys.
  • We openly communicate the benefits, and that we’ll shut down the initiative in the case of non-adoption.

Slide: Outline plan

  1. We evaluate the required topic areas of our different corporate functions, e.g., strategy & innovation, marketing & sales, product development.
  2. We conduct a survey about the required books and a self-assessment about reading books.
  3. We set up a room with two bookshelves and a small seating area.
  4. We purchase an initial number of book collections based on the prior evaluation.
  5. We set up a library management system based on an already implemented software tool to manage the borrowing of our books.
  6. We communicate the new organizational library to our employees with an email campaign, including the onboarding and borrowing process steps.
  7. We continually evaluate the adoption of the new organizational library and recommend further steps.

Slide: Required resources

  • We calculate the planning and executing of the corporate library initiative with two (part-time) library managers.
  • Existing web resources support the library managers with book selection, initiative planning, and corporate communication of the initiative.
  • The library managers ask executives and managers for support and require the cooperation of several organizational functions.

Slide: Timescale

  • We estimate a timescale of eight weeks to set up the initial organizational library.
  • The schedule also depends on the alignment of the organizational stakeholders.
  • The first evaluation will be carried out six months after the starting date of book borrowing operations.

Slide: Project management

  • We manage this project, including all activities necessary to make it a success.
  • We continually report to all involved stakeholders about the current status and any changes to the plan.
  • We develop good practices for organizational library management, for future use by other and/or additional library managers.

Follow-up email

Subject: Organizational library business case meeting follow-up

Dear colleagues,

Thank you for taking the time to learn about the organizational library business case. We hope we could give you an impression of why an organizational library is a good option for organizational learning & development. We’ll stay in contact with you and would be happy to answer your questions. We’re open to any feedback that comes to mind. If you have any questions, don’t hesitate to ask us.

Best, Max

Project planning meeting

Project planning meeting

Invitation email

Subject: Organizational library project planning meeting invitation

Dear colleagues,

We kindly invite you to our organizational library project planning meeting. In this meeting, we want to introduce you to our project plan. This includes the following parts: Project integration, Project scope, Project schedule, Project costs, Project quality, Project resources, Project communications, Project risks, Project procurement, Project stakeholders. Feel free to have a look at the drafted project plan attached to this email.

Best, Max

Meeting information

Slide: Project integration

  • We lead and manage this project independently, reducing the friction that could occur working in several project teams and/or sub-projects.
  • We coordinate the project with the project team in collaboration with superiors, sponsors, and stakeholders.
  • The project team delivers the project end-to-end and transitions later to the operational process team.

Slide: Project scope

  • The project aims to set up an organizational library lending physical books to employees of the organization.
  • The project includes all phases until the book lending operations are transformed into a (business) process.
  • The project only includes the first organizational library and doesn’t include the operational book lending process.

Slide: Project schedule

  • We aim to execute the project in the next six months.
  • The schedule includes all steps from the first meeting up to the operational organizational library process.
  • The project has limited external dependencies other than superior, sponsor, and stakeholder management that could delay the implementation.

Slide: Project costs

  • The project has calculatory internal and external costs.
  • The internal costs are mainly the time invested by the project team.
  • The external (effective) costs are the purchasing costs for the books and the bookshelves.

Slide: Project quality

  • The project will conduct evaluation activities before investing in books and will set up evaluation processes as part of the operational library process.
  • The project will be in close contact with a wide array of stakeholders to elicit and implement their requirements with the required quality.
  • The project team will determine and discuss project quality criteria and is open to feedback from employees, superiors, sponsors, and stakeholders.

Slide: Project resources

  • We will set up a project team integrating the different work streams of this project.
  • The project team is the single point of contact for all superiors, sponsors, and stakeholders.
  • The project team will (partly) transition to the process team and/or will properly train the process team.

Slide: Project communications

  • The project team is the single point of contact and the single source of truth for all employees, superiors, sponsors, and stakeholders.
  • The project team values high-quality written documentation in addition to verbal explanations in meetings.
  • The project team will use mass distribution communication to inform employees about the project, including future processes.

Slide: Project risks

  • The project has some risks regarding the possibility of setting up the physical library, including bookshelves and books, under circumstances like fire protection regulations, etc.
  • The project has risks regarding the interests, wants, and needs of the various stakeholders.
  • The project has risks regarding the spare-time execution of the project team.

Slide: Project procurement

  • The project includes the procurement of books and bookshelves as a core task.
  • The corresponding procurement process will be a core discussion point between the internal stakeholders.
  • The chosen procurement process could significantly impact the external project costs.

Slide: Project stakeholders

  • Sponsor: The project sponsor has a true interest in organizational learning with a lean approach to learning tool testing.
  • Future users: The future users will rent books to learn, implement, and share good practices.
  • Primary stakeholders: The primary stakeholders are the learning & development team, the individual team managers eager to adopt good practices with their teams, and improvement, innovation, information, and knowledge teams.

Follow-up

Subject: Organizational library project planning meeting follow-up

Dear colleagues,

Thanks for participating in our organizational library project planning meeting. We value your input and will rework the questioned parts. We continually update our project plan and the corresponding approaches and tasks following an agile project management approach. If you have any questions, don’t hesitate to contact us. Please have a look at our wiki page too for the latest information regarding this project.

Best, Max

Stakeholder alignment meeting

Stakeholder alignment meeting

Invitation email

Subject: Organizational library stakeholder alignment meeting invitation

Dear colleagues,

We kindly invite you to a one-hour call to explain our organizational library initiative to you. We will introduce the basic concept of the organizational library, the corresponding setup project, and the future book lending process. We very much welcome your questions and feedback at this meeting.

Best, Max

Meeting information

Slide: Organizational library on a page

What’s an organizational library?

  • The organizational library includes books that advance the organization.
  • Good non-fiction books include good practices that organizations can adopt.
  • Employees and teams use the library’s books to improve and innovate within the organization.

What are the advantages of an organizational library?

  • Effective: The organizational library contains the good practices that the organization needs for growth.
  • Efficient: The organizational library is a cost-efficient learning tool compared to other learning solutions.
  • Sustainable: The organizational library is sustainable due to its one-time cost, rather than a recurring costs scheme.

How do we set up an organizational library?

  • Plan: We plan which books to buy, where to set up, and how to distribute to employees.
  • Build: We purchase the books and set up the library.
  • Run: We lend books to employees without costs for them.

Slide: The organizational library setup project

Plan

  • Defining an organizational library strategy and project plan
  • Calculating the costs for the organization
  • Defining the book lending processes

Build

  • Purchase the books and bookshelves
  • Introduce the concept and the processes to the employees
  • Test the book lending process

Run

  • Lend books on a regular basis
  • Replace lost and broken books
  • Evaluate and continually improve

Slide: The operational organizational library process

Read

  • The employee borrows a book for free, according to the book borrowing procedure.
  • The employee reads the book within the set timeframe.
  • The employee brings back the book in time for the next employee.

Summarize

  • The employee creates a useful summary, e.g., a to-do list.
  • The employee discusses the good practices they read about with the team.
  • The team asks questions and provides feedback on the good practices.

Adopt

  • The team executes the steps, implements the methodology, and tries the approach.
  • The team shares its experience internally and with other teams.
  • The organization collects good practices centrally around a topic.

Slide: The advantages of the organizational library

Better

  • The organizational library includes books about many topics for which no online course exists.
  • The organizational library includes more detailed solution approaches than most introductory live meetings.
  • Readers can learn at their own pace instead of at the pace of the trainer.

Faster

  • Readers skim-read books and therefore skip parts that are redundant or optional.
  • Readers copy good practices 1:1 from books without the need for transcription.
  • Readers can capture a topic in 2-3 hours instead of a full-day training course.

Cheaper

  • The organizational library is the most cost-efficient learning solution for organizations.
  • Books include high-quality content at an extremely low price point.
  • The sharing of books decreases the costs of the organizational library learning solution drastically.

Follow-up email

Subject: Organizational library stakeholder alignment meeting follow-up

Dear colleagues,

Thank you for your participation in our organizational library introduction meeting. We will share the presented slides on our internal wiki page. If you have any questions, don’t hesitate to contact us.

Best, Max

User waiting list meeting

User waiting list meeting

Invitation email

Subject: Organizational library user waiting list meeting invitation

Dear colleagues,

We’re working on an organizational library project. The aim of this project is to set up an organizational library consisting of physical books on bookshelves in our office. At the moment we don’t have detailed information, but we’d like to add you to our waiting list. In this call, we’ll give you a brief project overview and explain the aim and the use of our waiting list for those who are interested.

Best, Max

Meeting information

Slide: Organizational library

WHY do we talk about an organizational library?

  • Our organization needs continual improvement & innovation.
  • Organizational outcomes need intellectual outputs, which need information input.
  • Executives are open to (additional) effective, efficient, and sustainable learning solutions.

WHAT is an organizational library?

  • The organizational (internal) library contains physical books to be loaned to employees for free.
  • Employees borrow books for free to learn about good practices to be adopted within their teams.
  • Books are one learning format of many, and they don’t have to be liked by everyone.

HOW will an organizational library work in our organization?

  • A project team manages the setup of the organizational library, incl. the future operational processes.
  • A process team manages the library operationally, incl. the book loans & replacement process.
  • The project team sets up the organizational library in close cooperation with future users and organizational stakeholders.

Slide: Waiting list

WHY do we talk about a waiting list?

  • The project team will need your feedback to set up the organizational library.
  • The project team wants to stay in close contact and update you about recent developments.
  • The project team will need the first beta users to test the operational processes of the organizational library.

WHAT is a waiting list?

  • The waiting list collects the information of people who are interested in a future “product.”
  • The project team brings together interested users for close collaboration in the library setup project.
  • The waiting list collects the least amount of personal information possible about interested users.

HOW does the waiting list work?

  • The organizational library project team have published a wiki page with all of the information about the project.
  • Interested employees can add their name and email address to the list and ask some optional questions.
  • The project team will come back to these early interested users, depending on their willingness to participate.

Follow-up email

Subject: Organizational library user waiting list meeting follow-up

Dear colleagues,

Thank you for your early interest in our organizational library project. We’ve added the link to the waiting list onto the project’s wiki page. Feel free to include your name, email, and some optional questions. If you have any questions, feel free to contact us.

Best, Max

Stakeholder interviews preparation meeting

Stakeholder interviews preparation meeting

Invitation email

Subject: Organizational library stakeholder interviews preparation meeting invitation

Dear colleagues,

We kindly invite you to our “organizational library stakeholder interviews preparation meeting.” Although the name is long, the concept is simple: we want to prepare the interviews we’ll conduct inside our organization as part of our organizational library setup project.

Best, Max

Meeting information

Slide: Why do we conduct stakeholder interviews?

Individual requirements

  • Stakeholders have different challenges/requirements/preferences.
  • We want to learn from you before we test the concept.
  • We want to incorporate as much feedback as possible before investment decisions.

Lean startup/product approach

  • We follow a lean approach to learning, before testing and before implementation.
  • Broad and deep feedback is necessary.
  • We’re open to killing the project if the feedback is “net negative.”

Helpful feedback

  • Share your thoughts.
  • Make your feedback tangible.
  • Share your feedback at any time (not only in these interviews).

Slide: How will we conduct stakeholder interviews?

Invitation

  • Invitation via email.
  • Broad selection of appointment dates and times.
  • Flexible date and time change possible.

Appointment

  • One-hour web meeting.
  • No preparation needed.
  • Time for Q&A and individual feedback.

Execution

  • Semi-structured interview.
  • Ten questions in one hour.
  • Feedback at the end and updates after the interview.

Slide: What questions will we ask?

  1. What are your problems/requirements/preferences regarding organizational learning & development?
  2. What are your challenges/requirements/preferences regarding learning content?
  3. What are your challenges/requirements/preferences regarding learning formats?
  4. What are your challenges/requirements/preferences regarding learning solutions and tools?
  5. What are your challenges/requirements/preferences regarding the learning time investment of the employees?
  6. What are your challenges/requirements/preferences regarding an organizational library?
  7. What are your challenges/requirements/preferences regarding the book selection of an organizational library?
  8. What are your challenges/requirements/preferences regarding the book lending process of an organizational library?
  9. Do you have any other challenges/requirements/preferences?

Follow-up email

Subject: Organizational library stakeholder interviews preparation meeting follow-up

Dear colleagues,

Thank you for your participation in our stakeholder interviews preparation meeting. If you have any questions, don’t hesitate to contact us. Feel free to visit our project’s wiki page for the latest information.

Best, Max

Stakeholder interview meeting

Stakeholder interview meeting

Invitation email

Subject: Organizational library stakeholder interview meeting invitation

Dear colleague,

We kindly invite you to a personal 1:1 stakeholder interview as part of our organizational library project. We would like to discuss approximately ten questions with you. The questions relate to your views (challenges, requirements, preferences) regarding organizational learning & development, learning tools, and a possible future organizational library. I selected a free meeting spot in your calendar. Please send me a calendar change request if you would like to change the meeting date and/or time. If you have any questions in the meantime, feel free to contact me.

Best, Max

Meeting information

Slide: Question 1

  • What are your problems/requirements/preferences regarding organizational learning & development?

Slide: Question 2

  • What are your challenges/requirements/preferences regarding learning content?

Slide: Question 3

  • What are your challenges/requirements/preferences regarding learning formats?

Slide: Question 4

  • What are your challenges/requirements/preferences regarding learning solutions and tools?

Slide: Question 5

  • What are your challenges/requirements/preferences regarding the learning time investment of the employees?

Slide: The organizational library concept

  • User segment: Some employees are non-fiction book readers.
  • Early adopter: Experienced non-fiction book readers who want to have access to more good-quality books.
  • Problem: Non-fiction book readers need to know about books that advance the organization and want to limit spending on books that advance their employer.
  • Existing alternatives: Employees buy books that advance the organization themselves.
  • Solution: The organization sets up an organizational library with non-fiction books, advancing the organization through methodologies and good practices.
  • Value proposition: Continual improvement and innovation for the organization.
  • Cost structure: A number of initial book collections cost <10k EUR, and the bookshelves cost <1k EUR.
  • Implementation process: A project team sets up the organizational library, including the operational processes.
  • Adoption process: The project team plans plenty of adoption activities to market the organizational library inside the organization.
  • Continual improvement: The future process team continually improves the organizational library by finding more readers, adding more books, and improving good practice adoption by the organization’s teams.

Slide: Question 6

  • What are your challenges/requirements/preferences regarding an organizational library?

Slide: Question 7

  • What are your challenges/requirements/preferences regarding the book selection of an organizational library?

Slide: Question 8

  • What are your challenges/requirements/preferences regarding the book lending process of an organizational library?

Slide: Question 9

  • Do you have any other challenges/requirements/preferences?

Follow-up email

Subject: Organizational library stakeholder interview meeting follow-up

Dear colleague,

Thank you for participating in our interview. We value your feedback and will incorporate it into our organizational library project. If you have any questions, don’t hesitate to contact us. Feel free to have a look at our wiki page from time to time. We’ll also send you updates via email over the next few weeks.

Best, Max

Employee survey meeting

Employee survey meeting

Invitation email

Subject: Organizational library employee survey meeting invitation

Dear colleagues,

We kindly invite you to prepare the employee survey as part of our organizational library project. We want to use the employee survey to explain the organizational library to our employees, collect their feedback and thoughts, and begin the necessary organizational change management.

Best, Max

Meeting information

Slide: WHY will we conduct an employee survey?

Introduction

  • We’ll explain the organizational library concept to a high percentage of employees.
  • We’ll add more details to our explanation.
  • We’ll update our explanations for employees.

Feedback

  • We’ll receive feedback about our organizational library concept from many employees.
  • We’ll receive feedback in a systematized, standardized, and automated way.
  • We’re always open to feedback through other channels than this survey.

Organizational change

  • We’ll initialize organizational change activities with this survey.
  • We will include the (possible) future users in our decision-making.
  • We practice participatory decision-making with this survey.

Slide: HOW will we conduct an employee survey?

Invitation

  • We’ll define the to-be-invited group instead of creating a list of names.
  • We’ll invite participants via email and will remind them with additional emails.
  • We’ll give invitees at least two weeks to participate in the survey.

Software tool

  • We’ll use an already-implemented software tool, if available.
  • Alternatively, we’ll use an external cloud software tool and provide clear data protection information to the invitees.
  • We’re open to survey software tool ideas.

Evaluation

  • We aim to formalize the survey to make it somewhat statistically useful.
  • We aim to evaluate the closed survey within two weeks.
  • We’ll share the survey results first with the stakeholders, then with all employees.

Slide: WHAT questions will be asked in the employee survey?

The organizational library provides physical books to be borrowed by the employees of our organization, free of charge. The aim is to provide non-fiction books with information that is valuable for individuals and the organization. This includes good practices for improvement and innovation. Individual skills improvement is a core area of the book titles to be selected. The organizational library provides books to improve individual skills and organizational capabilities free of charge to all employees. The organizational library is one of several learning tools that would be used by people who like to read non-fiction books. No one is planning to require/demand that everyone reads the books.

  1. What are your problems/requirements/preferences regarding organizational learning & development?
  2. What are your challenges/requirements/preferences regarding learning content?
  3. What are your challenges/requirements/preferences regarding learning formats?
  4. What are your challenges/requirements/preferences regarding learning solutions and tools?
  5. Slide: What are your challenges/requirements/preferences regarding your learning time investment?
  6. What are your challenges/requirements/preferences regarding an organizational library?
  7. What are your challenges/requirements/preferences regarding the book selection of an organizational library?
  8. What are your challenges/requirements/preferences regarding the book borrowing process of an organizational library?
  9. Do you have any other challenges/requirements/preferences?

Slide: Survey invitation text

Subject: Organizational L&D and organizational library survey

Dear colleagues,

As part of our ongoing employee learning & development activities, we’re working on a concept to set up an organizational library. The organizational library provides non-fiction books to employees free of charge. To understand our employees’ learning & development needs and requirements for an organizational library, we kindly invite you to participate in this survey. The survey takes approximately 15 minutes.

Please follow the link to participate in the survey: <<LINK>>

Best, Max

Follow-up email

Subject: Organizational library employee survey meeting follow-up

Dear colleagues,

Thank you for participating in the meeting about preparing our organizational library employee survey. In this meeting, we collected your feedback about the upcoming survey. If you have any questions, feel free to contact us. Our wiki page includes the latest information about our organizational library project.

Best, Max

Interview and survey results meeting

Interviews and survey results meeting

Invitation email

Subject: Organizational library interviews and survey results meeting invitation

Dear colleagues,

We kindly invite you to our interviews and survey results meeting. We’ll present our organizational library interview and survey results to you at this meeting.

Best, Max

Meeting information

Slide: Interview results

  • The organizational library is an interesting idea
  • Books as a learning format are questioned
  • Go ahead, if people will use it
  • Worth a least an learn (MVP) phase

Slide: Survey data

  • 123 survey participants
  • 100 completed surveys
  • 7 questions answered on average
  • 10,000 words written
  • 12 additional feedback emails received

Slide: Survey: What are your problems/requirements/preferences regarding organizational learning & development?

  • No time to learn
  • No starting point to learn
  • Don’t know where to start

Slide: Survey: What are your challenges/requirements/preferences regarding learning content?

  • Should be concise
  • It is currently hard to find
  • Must be detailed and suit personal needs

Slide: Survey: What are your challenges/requirements/preferences regarding learning formats?

  • Live and video preferred
  • Too lazy to read
  • Text is often tiring and not very concise

Slide: Survey: What are your challenges/requirements/preferences regarding learning solutions and tools?

  • Should be easy to use
  • Short lessons instead of long courses
  • To be used on personal devices incl. mobile devices

Slide: Survey: What are your challenges/requirements/preferences regarding your learning time investment?

  • 2 hours per week
  • Spare time to be used for learning
  • Travel time to be used for learning

Slide: Survey: What are your challenges/requirements/preferences regarding an organizational library?

  • Easy to use, simple processes
  • Flexible with adding books that are required
  • A digital library would be a useful addition

Slide: Survey: What are your challenges/requirements/preferences regarding the book selection of an organizational library?

  • Interesting, useful, concise books
  • Books related to professional needs
  • Books supporting my career

Slide: Survey: What are your challenges/requirements/preferences regarding the book rental process of an organizational library?

  • Enough time to read a book
  • Simple book check-in and check-out process
  • Option to research in books on-site without borrowing

Slide: Survey: What are your other challenges/requirements/preferences?

  • More learning formats than just books
  • Dedicated time for learning & development
  • Fiction books in addition to non-fiction books

Follow-up email

Subject: Organizational library interviews and survey results meeting follow-up

Dear colleagues,

Thank you for participating in our organizational library interviews and survey results meeting. We hope we could give you a good impression of the employees’ thoughts about an organizational library. We’ll inform you about the next steps in the next few days. Feel free to have a look at our wiki page from time to time.

Best, Max

Solution options meeting

Solution options meeting

Invitation email

Subject: Organizational library solution options meeting invitation

Dear colleagues,

We kindly invite you to our organizational library solutions options meeting. We’ll discuss possible options on how to move forward with our organizational library project.

Best, Max

Meeting information

Slide: Option 1: Organizational library project abortion

  • We abort the organizational library idea and project.
  • There is a lack of interest from our employees.
  • Books aren’t the right learning format for our employees.
  • Our employees don’t have enough time to read books.
  • Books don’t usually contain the information required to improve and innovate within our organization.

Slide: Option 2: Further investigation

  • We further investigate the organizational library concept, with additional interviews and surveys.
  • The outcomes of the interviews and survey aren’t clear enough to justify an investment of this scale.
  • The preference for non-text learning materials leads us to expect a limited number of possible organizational library users (readers).
  • The perceived limited time to read requires a learning & development, organizational change, and/or leadership initiative before investing (further) in learning resources.
  • The suggested books aren’t suited to the information needs of our employees.

Slide: Option 3: Organizational library MVP

  • We’ll set up an organizational library with a limited selection and number of books.
  • The focus lies on employees who already read books regularly.
  • The organizational library simplifies and cheapens the access to books for regular readers.
  • An organizational change in learning & development, organizational change, and/or leadership initiative is time-intensive and needs more preparation.
  • We measure adoption (number of books read) to scale the organizational library along with our employees’ needs.

Follow-up email

Subject: Organizational library solution options meeting follow-up

Dear colleagues,

Thanks for joining our organizational library solutions options meeting. We also want to thank you for the support of our project and your participation in the discussion. We’ll keep you updated over the next few weeks. Feel free to have a look at our wiki page from time to time.

Best, Max

Organizational library setup preparation meeting

Organizational library setup preparation meeting

Invitation email

Subject: Organizational library setup preparation meeting invitation

Dear colleagues,

We kindly invite you to our organizational library setup preparation meeting. We decided to set up an organizational library for our employees. This is an important step to provide our people with access to the best available non-fiction books for organizational innovation and self-improvement. We’ll explain and discuss the next steps towards setting up the library and the corresponding processes in this meeting. It’s important that we have a common understanding of setting up and running the library before communicating these processes to our employees.

Best, Max

Meeting information

Slide: Summary of activities until now

  • Research
  • Business case
  • Project plan
  • Stakeholder alignment
  • User waiting list
  • Stakeholder interviews
  • Employee survey
  • Decision to move on
  • Today’s meeting

Slide: Next steps

  • Another stakeholder alignment
  • Technology & processes
  • Book purchasing
  • Employee kick-off
  • Evaluation & continual improvement

Slide: Leaders’ questions to ask

Every organizational leader should ask himself/herself some questions:

  • How will I encourage my people to read books?
  • How will I provide my people with time to read books?
  • How will I incentivize my people to read books?
  • How will I encourage my people to share their (newly gained) knowledge?
  • How will I encourage my people to write down good practices from books?
  • How will I encourage my people to share their written good practices with the team?
  • How will I share my team's information and knowledge with other teams?
  • What are the priority topics my team should learn about?
  • How will my team share their reading experience?
  • How will I ensure my team learns from books instead of only reading them?

Follow-up email

Subject: Organizational library setup preparation meeting follow-up

Dear colleagues,

Thanks for participating in our organizational library setup preparation meeting. We’ll now continue with the setup process with the aligned setup and operational processes. If you have any questions, don’t hesitate to contact us

Best, Max

Related functions alignment meeting

Related functions alignment meeting

Invitation email

Subject: Organizational library related functions alignment meeting invitation

Dear colleagues,

We kindly invite you to our organizational library related functions alignment meeting. We want to align between the information & knowledge, improvement & innovation, and organizational library teams in this meeting. It’s important that these teams understand their own and the other teams’ roles. As the organizational library setup project team, we want to ensure we get our job done properly, with correctly determined interfaces for other teams. We want to recap your roles and tasks and align with the organizational library’s future operational processes in this meeting.

Best, Max

Meeting information

Slide: What tasks do we differentiate?

  • Developing written information management processes.
  • Developing tacit knowledge management processes.
  • Developing continual improvement activities.
  • Developing innovation processes.
  • Developing innovative solutions.
  • Developing the organizational library processes.

Slide: Which tasks support the organizational library?

  • Supporting leaders to encourage their people to read books.
  • Supporting leaders to make time for their people to read books.
  • Supporting leaders to incentivize their people to read books.
  • Supporting leaders to encourage their people to share their (newly gained) knowledge.
  • Supporting leaders to encourage their people to write down good practices from books.
  • Supporting leaders to encourage their people to share their written good practices with their teams.
  • Supporting teams to share their information and knowledge with other teams.
  • Supporting leaders to prioritize topics their teams should learn about.
  • Supporting teams to share their reading experience.
  • Supporting teams to learn from books instead of only reading them.

Slide: How can the organizational library team support the I&K and I&I teams?

  • How can we support you with information & knowledge management good practices?
  • How can we support you with improvement & innovation management good practices?
  • How can we support you with the right books for your own teams?
  • Which topics would you like to read books about?
  • How can the organizational library support you?
  • How can the organizational library help you to support it?

Follow-up email

Subject: Organizational library related functions alignment meeting follow-up

Dear colleagues,

Thank you for participating in our related functions alignment meeting. We aligned our teams’ processes and tasks. This way we can ensure we get our own job done without interrogating others’ roles. As the organizational library team, we’re looking forward to working together in the future. We publish the organizational library project’s information on our internal wiki page. If you have any questions, don’t hesitate to contact us at any time.

Best, Max

Book lending technology & process options meeting

Book lending technology & process options meeting

Invitation email

Subject: Organizational library book lending technology & process options meeting invitation

Dear colleagues,

We kindly invite you to our organizational library book lending technology & process options meeting. We want to discuss the various options for how to set up our organizational library processes. This step is crucial for a working book lending process. Setting up this process is quite labor intensive, so we don’t want to do it more than once. Therefore, we’re interested in your critical remarks about the suggested technology options.

Best Max

Meeting information

Slide: Shared spreadsheet

  • Description: Library process management with a shared spreadsheet (e.g., Microsoft Excel file on SharePoint, Google Sheets)
  • Advantages: Easy and fast to set up, low learning curve for users and library managers
  • Disadvantages: Known spreadsheet limitations, especially on database features (e.g., rollups)
  • Recommendation: Only if no other technology solution is available
  • Internal evaluation: Our backup solution if other technologies don’t work

Slide: Table software tool

  • Description: Library processes with a table software tool (e.g., Airtable, Microsoft Lists, Atlassian Jira for Work Management)
  • Advantages: Easy and fast to set up, low learning curve for users and library managers
  • Disadvantages: Processes aren’t hidden from users
  • Recommendation: Good solution to start with
  • Internal evaluation: Our primary solution to start with

Slide: Wiki software tool

  • Description: Library processes as several wiki pages (e.g., Atlassian Confluence, Notion)
  • Advantages: Easy and fast to set up, low learning curve for users and library managers
  • Disadvantages: Tables in a text-based software tool, limited features and data export
  • Recommendation: Only if no other technology solution is available, alternative to shared spreadsheet
  • Internal evaluation: Our backup solution with very low configuration needs

Slide: Workflow software tool

  • Description: Library processes in a workflow software tool
  • Advantages: Processes are hidden from employees, more data protection possible
  • Disadvantages: Needs some work and time to set up, intensive tests and changes needed
  • Recommendation: Second-generation solution after the initial solution is set up and running
  • Internal evaluation: Our second-generation solution

Slide: Low-code / No-code software tool

  • Description: Library processes in a low-code/no-code software tool
  • Advantages: Processes are hidden from employees, professional-looking implementation
  • Disadvantages: Needs significant work and time to set up, intensive tests and changes needed
  • Recommendation: Second-/third-generation solution
  • Internal evaluation: Our second-/third-generation solution (depends on our then implemented low-code/no-code software tool landscape)

Slide: How do we start?

  • Shared spreadsheet
  • Table software tool
  • Wiki software tool

Follow-up email

Subject: Organizational library book lending technology & process options meeting follow-up

Dear colleagues,

Thank you for participating in our book lending technology & process options meeting. We value your feedback. We’ll send you further updates about our ongoing work in the next few weeks. Feel free to visit our wiki page for the latest information.

Best Max

Book lending process design meeting

Book lending process design meeting

Invitation email

Subject: Organizational library book lending process design meeting invitation

Dear colleagues

We kindly invite you to our organizational library book lending process design meeting. We want to discuss the book lending process and how we use technology to support it. Because we’ll have to make some estimates, we need your input to anticipate as many situations and challenges as possible.

Best, Max

Meeting information

Slide: Preconditions

  • The library managers put the books onto the bookshelves.
  • The library managers order the books by topic but not by name.
  • Each book has a numbered position that borrowers respect when putting them back on the bookshelf.
  • The position number is a combination of the bookshelf (ABC) and the bookshelf unit (123).
  • The exact position of the book isn’t necessary.

Slide: Borrowing process

  1. The borrower browses the digital and/or physical library and its selection.
  2. The borrower decides on a couple of books he/she wants to borrow for the next few months.
  3. The borrower searches for the book in the book borrowing list and enters his/her name in the corresponding column.
  4. The borrower takes the books from the library at the earliest possible date, on the first of the month.
  5. The borrower brings back all his/her borrowed books before or on the last day of the month.

Slide: Data structure

  • We structure the book borrowing list by books (vertical) and calendar months (horizontal).
  • The cells contain the names of the borrowers.
  • One cell represents the book loan for one month.
  • Every loan consists of one calendar month instead of individual time frames.
  • With this procedure, we simplify the data structure and make it clear when books will be available again.
  • People can borrow several books at the same time if they’re able to actually read these many books in one month.
  • We have designed a special borrowing process that makes it possible for everyone to get their favorite book, and enables heavy readers to read as many books as they want per month.

Slide: Possible challenges

  • The library manager has a hard job analyzing the data.
  • The “normal” data structure would be one rental per line with a book (rollup) and a time frame.
  • The above table structure makes the individual use without a frontend easy.
  • The above table structure is part of the initial borrowing system and will be replaced by a workflow software tool or low-code/no-code book borrowing software tool.

Follow-up email

Subject: Organizational library book lending process design meeting follow-up

Dear colleagues

Thanks for contributing to our book lending process design meeting. We value your input and will need your critical comments even more in the future. We hope that the agreed initial book lending process makes it as easy as possible for our people to start reading. We’ll invite you to similar meetings to design the next iteration of the book borrowing process once the initial one is implemented and running. Feel free to send us additional feedback via email and have a look at our wiki page from time to time.

Best, Max

Book replacement process design meeting

Book replacement process design meeting

Invitation email

Subject: Organizational library book replacement process design meeting invitation

Dear colleagues,

We kindly invite you to our organizational library book replacement process design meeting. We want to discuss how we’ll replace damaged and lost books. Additionally, we want to explain the yearly library update with new books and book editions.

Best, Max

Meeting information

Slide: Need for replacement

  • Books can get lost or damaged.
  • The library manager keeps a list of lost and damaged books.
  • Book readers inform the library manager about lost and damaged books.
  • The library manager asks readers for help to identify lost and damaged books.
  • The library manager establishes a process to replace lost and damaged books.

Slide: Replacement process

  • The library manager establishes a purchasing process for single books.
  • The procurement department advises on the standard (or a simplified) procurement process for lost and damaged books.
  • The library managers are given the freedom from corresponding managers to replace lost and damaged books.

Slide: Yearly library updates

  • In the case of the organizational library’s success, the library manager updates the library each year with new books and new editions of books.
  • New books advance the library by covering more topics.
  • New editions of books ensure that employees have access to the latest developments. (e.g., in the field of law)

Follow-up email

Subject: Organizational library book replacement process design meeting follow-up

Dear colleagues,

Thanks for participating in our book replacement process design meeting. We hope this gave you an overview of the need for regular book replacements and library updates. If you have any questions, don’t hesitate to reach out. Also, have a look at our wiki page from time to time.

Best, Max

Book purchasing options meeting

Book purchasing options meeting

Invitation email

Subject: Organizational library book purchasing options meeting invitation

Dear colleagues,

We kindly invite you to our organizational library book purchasing options meeting. We’ll discuss the options for how to select the book titles to buy and how we can purchase the selected book titles. Both questions are relevant for the smooth implementation of our organizational library concept.

Best, Max

Meeting information

Slide: Book topic category decision

  • Openly available book title lists provide the best book titles sorted by topic categories.
  • The entities who created the book title lists have read all these books, so that we don’t have to.
  • With openly available book title lists, we can decide on topic categories and don’t have to decide on individual book titles.
  • We decide on a couple of book topic categories that fit our organization’s learning needs.
  • We simplify our book purchasing process with the decision to use topic categories and book title lists.

Slide: Book purchasing options

  • Option 1: We buy the books on Amazon: Easy, fast, reliable.
  • Option 2: We buy the books from our local bookseller: Supporting our local book reseller landscape.
  • Option 3: We buy the books from an organizational library partner: Getting massive discounts on books.

Slide: Bookshelf purchasing options

  • Option 1: We ask our facility management.
  • Option 2: We buy additional furniture as part of our existing office equipment contract.
  • Option 3: We buy simple IKEA bookshelves.

Follow-up email

Subject: Organizational library book purchasing options meeting follow-up

Dear colleagues,

Thanks for participating in our book purchasing options meeting. With the agreed book title selection and purchasing approach, we’re able to continue our organizational library implementation project.

Best, Max

Physical library setup meeting

Physical library setup meeting

Invitation email

Subject: Physical library setup meeting invitation

Dear colleagues,

We kindly invite you to our physical library setup meeting. We want to prepare the physical setup of our new organizational library once the bookshelves and books have arrived. Because we want to keep the interruption of our office environment to a minimum, we want to thoroughly prepare this activity.

Best, Max

Meeting information

Slide: Arrival of the bookshelves

  • The bookshelves will arrive in the next few days.
  • Facility management will set up the bookshelves.
  • The room manager will also “own” the bookshelves, as well as all other existing furniture in this room.
  • The library manager supports the facility management department and the room “owner” setting up the bookshelves.

Slide: Arrival of the books

  • The books will arrive in several packages, possibly on different days.
  • The room “owner” provides space to store the packages until the library manager unpacks them.
  • The library manager checks if all book packages and books have arrived.
  • The library manager escalates to the book store in the case that packages and/or books are missing.

Slide: Sorting of the books

  • The library manager asks 1-2 colleagues for help shelving the books on the bookshelves.
  • The team sorts the books by topic categories.
  • The team puts the books onto the bookshelves and notes the position of each book using the book lending software tool.
  • The team checks if the bookshelf space is sufficient for the number of books.
  • If the space isn’t sufficient for the number of books, the library manager will talk to the facility management department to order additional bookshelves.

Follow-up email

Subject: Physical library setup meeting follow-up

Dear colleagues,

Thanks for participating in our physical library setup meeting. We’ll keep the interruption of our office environment as minimal as possible with this preparation. We thank you for your helpful feedback. Together we’ll make our organizational library a success. If you have any questions, feel free to contact us. We publish all relevant information on our wiki page.

Best, Max

Wiki page meeting

Wiki page meeting

Invitation email

Subject: Organizational library wiki page meeting invitation

Dear colleagues,

We kindly invite you to our organizational library wiki page meeting. We want to explain to you the concept of our future organizational library wiki page. This will include concise information about how our library works and how our employees can start borrowing books. The content of our organizational library wiki page will therefore differ from how it’s used today.

Best, Max

Meeting information

Slide: Introductory information

  • What’s an organizational library?
  • Why do we set up an organizational library?
  • How do we set up an organizational library?
  • Who are the sponsors of our organizational library?

Slide: Process information

  • How do people reserve books?
  • How does the lending process work?
  • How do readers coordinate their book check-in and check-out?
  • How do readers act prudently?
  • How do readers report lost or damaged books?

Slide: Process execution

  • When does the lending process start?
  • Who supports readers with the lending process?
  • Where can the readers find additional information?

Slide: External wiki page contribution

  • What do the executives contribute to the wiki page?
  • What do the team managers contribute to the wiki page?
  • What does the learning & development team contribute to the wiki page?
  • What do the improvement & innovation teams contribute to the wiki page?

Wiki page content

TBD... (Will follow after correcting the English language of the meeting templates)

Follow-up email

Subject: Organizational library wiki page meeting follow-up

Dear colleagues,

Thank you for participating in our organizational library wiki page meeting. We value your feedback about our wiki page and will update you about future changes.

Best, Max

Reader kick-off meeting

Reader kick-off meeting

Invitation email

Subject: Organizational library reader kick-off meeting invitation

Dear colleagues,

We kindly invite you to our organizational library reader kick-off meeting, in which we will present our organizational library's current state and future lending process. We ask you to join this meeting to better understand the lending process and ensure all your questions are answered. We want to make the lending process as smooth as possible for everyone.

Best, Max

Meeting information

Slide: Organizational library overview

  • We set up an organizational library consisting of a number of books for our employees.
  • The topics cover all major business areas relevant to us.
  • The organizational library is part of our organizational learning & development.
  • We aim to provide the input for our employees to produce even better output.
  • We aim to provide the input for improvements and innovations throughout the organization.
  • The organizational library is one learning format that complements our learning & development activities so far.
  • Books are one way to learn, although many others exist. All are valid and can co-exist.
  • Written processes make borrowing as easy as possible for our employees.

Slide: Book lending management system table

  • The organizational library system consists of tables and standard operating procedures on how to use them.
  • Book lending is the process for the library users borrowing books.
  • We established a table as a book lending management system.
  • For other tasks (e.g., reporting lost and damaged books), the users send emails to the library manager.

Slide: Table structure

  • The rows contain the books.
  • The table has additional columns for category, location, and other information.
  • The columns are divided by the months of the year.
  • We structure the lending process by calendar months.
  • This makes reading books more structured, ensures books are brought back in time, and makes planning the next book loan easy.
  • By using months as a reading time structure, we simplify the book lending process and can use a simple table instead of a more complex, variable check-out/check-in procedure.

Slide: Book lending process

  • Readers put their names in one row (book) per month (column).
  • Readers know which book to read in what month.
  • Readers are allowed to reserve one book per month in advance.
  • In the last week of the month, readers can add their names to additional books (rows) in the next month (column).
  • This ensures everyone can read at least one book per month, and heavy readers can read as many books as they want to.
  • Readers can reserve/borrow a book for one month, but no longer.
  • Reading a book in one month isn’t a challenge.
  • Readers bring back their book of the month by the last day of the month at the latest.
  • Readers can collect their new book on the first day of the month.
  • Readers can see the prior/current/next readers of the books in the table.
  • Readers can coordinate the pickup & return process with the other readers through the organization’s internal communication channels (e.g., email, chat, call).

Slide: Kick-off

  • We begin the lending process next month.
  • The book lending table is online now.
  • Feel free to have a look at the available books and add your name to books of your choice for next month.

Slide: Information & support

  • You can find all relevant information on our internal wiki page.
  • Drop us your questions via email and we’ll help you out.

Follow-up email

Subject: Organizational library reader kick-off meeting follow-up

Dear colleagues,

Thank you for participating in our reader kick-off meeting. We value your questions and your feedback. We hope we explained the book lending process clearly. Please have a look at our wiki page for all the information you need. Feel free to drop us your questions at any time.

Best, Max

Continual improvement meeting

Continual improvement meeting

Invitation email

Subject: Organizational library continual improvement meeting invitation

Dear colleagues,

We kindly invite you to our organizational library continual improvement meeting. This meeting will cover areas and approaches for improvement and how to implement the findings.

Best, Max

Meeting information

Slide: Areas

  • People: How do we get people to read more books?
  • Process: How do we improve the book lending process?
  • Technology: How do we further develop our book lending software tool?
  • Effectiveness: How do we transfer more good practices from books to the teams?
  • Efficiency: How do we transfer good practices with less effort?
  • Sustainability: How do we maintain good practices within the organization?
  • Improvement & Innovation: How do we adopt improvements and innovations from books?
  • Information & Knowledge: How do we collect, use, and share good practices from books within the organization?

Slide: Approach

  • Individual feedback
  • Interviews
  • Surveys
  • Team leader feedback
  • Improvement & innovation team feedback
  • Information & knowledge team feedback

Slide: Implementation

  • People: Helping people to change habits.
  • Process: Adapting the lending process, as well as other processes.
  • Technology: Further developing and/or changing the lending software tool.

Follow-up email

Subject: Organizational library continual improvement meeting follow-up

Dear colleagues,

Thank you for participating in our organizational library continual improvement meeting. We welcome your feedback and ideas about how to improve our organizational library. We’ll keep you and all readers up to date about upcoming changes through our wiki page.

Best, Max

Further rollout meeting

Further rollout meeting

Invitation email

Subject: Organizational library further rollout meeting invitation

Dear colleagues,

We kindly invite you to our organizational library further rollout meeting. We’ll discuss how our organization could profit from a further rollout of the organizational library concept. We aim to provide more people with the books they need to develop improvements and innovations for our organization.

Best, Max

Meeting information

Slide: Why roll out the organizational library concept?

  • Employees want access to more books.
  • More employees want access to books.
  • More teams need good practices.
  • More team leaders need improvement & innovation.
  • The organization needs more information & knowledge.
  • Executives want to build a learning organization.

Slide: How will we roll out the organizational library concept?

  • More book titles.
  • More books per title.
  • More physical libraries at other locations.
  • More good practice implementation & adoption support.
  • More information & knowledge sharing support.

Slide: Initial steps in rolling out the organizational library concept

  • Ask organizational leaders about their organizational library needs.
  • Follow good practices of this project (e.g., interviews & surveys, evaluation).
  • Repeat the above steps, in the case of success.
  • Prepare for setbacks and failures.

Follow-up email

Subject: Organizational library further rollout meeting follow-up

Dear colleagues,

Thanks for participating in our organizational library further rollout meeting. We discussed why a further rollout of the organizational concept could be useful for our organization. We’ll continue this discussion in the future, when we see the first evaluation results of our initial concept implementation.

Best, Max

Evaluation meeting

Evaluation meeting

Invitation email

Subject: Organizational library evaluation meeting invitation

Dear colleagues,

We kindly invite you to our organizational library evaluation meeting. We want to recap our organizational library efforts so far, identify general project management improvements, discuss potential organizational library improvements, and briefly discuss our organizational library's continual improvement efforts. For the last point, an additional meeting will follow soon.

Best, Max

Meeting information

Slide: What have we achieved so far?

  • The organizational library is set up.
  • The book lending operations are running.
  • Readers have started reading the books.
  • The library manager answers questions and collects feedback from users.

Slide: What can we generally do better?

  • Reducing the number of meetings.
  • Reducing the amount of stakeholder alignment.
  • Reducing the time spent waiting for alignments and decisions.

Slide: How can we improve our organizational library?

  • Making the lending cycle more flexible?
  • Adding more books?
  • Adding more book categories?
  • Adding fiction books?
  • What else?

Slide: How do we systematically evaluate our organizational library?

  • Feedback
  • Interviews
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Follow-up email

Subject: Organizational library evaluation meeting follow-up

Dear colleagues,

Thank you for participating in our organizational library evaluation meeting. We value your feedback and questions. We’ll discuss the future improvement process in more detail in our upcoming continual improvement meeting. We maintain a FAQ on our wiki page with all the relevant information regarding our organizational library. Please drop us an email if you have any feedback.

Best, Max