Blog - Improve your Current Awareness Strategy

Your organisation’s success depends on information and, without an efficient flow, organisations face insurmountable challenges. The legal information function knows how much time and money is saved by using the right tools for the job. But how can we ensure the rest of the firm does? What opportunities are you missing out on, and what might this look like in practice? 

Twitter is a reliable bellwether of organisational pre-occupations. With confidence, I can report that client engagement is trending in the minds of many business owners and legal tech commentators. For instance, this recent exchange got me thinking about not only the importance of asking what people want, but how you ask:

We all know how important it is to attend the right conference and we are excited to announce that Team Vable will be at LMA 2019. To help you navigate through this fascinating conference, we have highlighted some interesting and juicy sessions which match up with the LMA Body of Knowledge domains - enjoy our overview!

Marketing & business development (MBD) and client relationship management (CRM) are central to the ongoing growth and success of any organisation. After my conversation with the in-house lawyer, I was inspired to turn to another friend - let’s call her Fatima - for insight into the role of the legal business development specialist, and how it has changed.

At Vable we believe that business skills for librarians are as essential as research skills. Through conferences and workshops together we can learn from each other and share best practice. Practical, immediately applicable sessions are always the most popular events at BIALL, and Claire Fox’s session was full. She focused on business planning and how we can assist our organisations in ensuring future success.

As information professionals we play important roles in their organizations’ competitive intelligence program, but often neglect applying that same rigor to our own information environments. Just like others in our organizations, librarians must understand precisely who their competition is, the library “owned” products and services provided to a client base, the words and mechanisms employed to persuade prospective clients, the degree of product/service satisfaction, and most importantly, the value your clients place on each.

March 31st is upon us, and this has prompted us to think about budgets. Even if your annual library budget for next year is already written in stone, it’s worth reflecting on your budget - and the process you use to plan your budget - now, while the experience is fresh.

Most professional jobs require at least an element of management, and being a librarian is no exception. Yet, according to Ken Haycock, few beginning Library and Information Science students will say they want to be managers or leaders in the field. What’s more, many LIS graduates also complain¹ that they lacked training and education in management during their studies, while others say² that management modules that were offered but they were not required. So what training would LIS students need to feel qualified to be library managers?

You might think that you shouldn’t still need to make a case for your continued existence, and I understand your frustration. However, there’s an ongoing problem across industries of people not understanding what exactly Knowledge Management professionals do.

The one thing that surprised me about being a Librarian is that while we serve many knowledgeable people, our value still resides in our ability to mediate between the collection and the people we serve. As Librarians, we can be confident that we remain experts in knowing where the right information can be found, to the point where we can legitimately train our clients in research skills.