Strategic IT management, or rethinking IT services

The increasing digitisation of all processes and the networking in the "digital cultural world": the demands made of information and communication technology at the German National Library (DNB) are growing steadily – and will probably continue to do so in the future. As part of its Strategic Priorities, the DNB is developing concepts for the flexible, needs-oriented and sustainable supply of information and communication technologies. The project "Strategic IT Management" was initiated to this end. Part of the concept is to structure the organisational, process and resource orientation of the IT department in such a way that this goal is achieved.

An "architectural office with its own artisans": this metaphor was used to create a target vision for the future orientation of IT services. One important aspect of this target vision: interdepartmental cooperation with everybody working together to ensure that the necessary IT requirements are met. In future, this collaboration is to take the form of an overlay structure. Thematic units – also known internally as "thematic houses" – are being formed for this purpose. Fixed resources and persons with their tasks will be assigned to these defined thematic units.

Five thematic houses, one common goal

Five thematic houses are currently being planned. The project will be piloted in 2023 by the unit "Digital Objects". The other theme groups will be "Physical Objects", "Metadata", "Administration" and "Cultural Education". The concept only defines the general framework conditions; specific details will be worked out by the units in cooperation with the project team. The units must firstly be integrated into the strategy processes and secondly be supported by appropriate services in the sense of cross-sectional tasks. The target vision includes the formation of a service team for this purpose. In keeping with the concept of holistic IT services, the target vision envisages the appointment of a corporate architect who will be responsible for the entire architecture and the IT portfolio.

Future role of the IT domain

Discussion of the DNB's future IT services and the role of the IT domain has also shown that more emphasis must be placed on conceptual activities for IT services, while the actual realisation of services must be limited to core areas that have yet to be defined. Greater use will have to be made of external service providers for tasks that fall outside the scope of these core areas. A sourcing strategy for the integration of external service providers is therefore being developed as part of the project. In addition to sourcing, the other topics under discussion are processes, the portfolio and its management.

"Just do it!" A hackathon for the German National Library

Why a hackathon?

Everyday working life often moves within familiar channels with defined interfaces to other departments. In contrast, a hackathon offers the scope to try out new things in a playful manner – and to break out of customary routines. This can open up space for new, creative solutions.

The DNB hackathon was intended for all staff in both Leipzig and Frankfurt, regardless of their domain or department. Interested participants were able to contribute their ideas, skills and perspectives. The DNB hackathon focused primarily on this exchange, on cooperative development and on "just doing it".

Positive learning experience for colleagues and the organisational team

At the end of the hackathon, all the participants were surprised at how much can be achieved in a short sprint lasting just two days. The cooperation across domains and departmental borders was also warmly praised. Yvonne Jahns, head of one of the subject cataloguing sections: "I'm absolutely thrilled about what has just been presented! I very much hope that there will be another DNB hackathon next year or the year after."

The results achieved in just two days of work are very impressive

and encompass the following:

• Error search with pica-rs
  A number of colleagues developed "Pica-Linter", a tool for hunting down metadata errors. The result: the metadata in many areas of the DNB are still not perfect (albeit quite good).
• Trip to Jupyter
  Two colleagues decided to investigate the application "Jupyter Notebooks", which is very popular, particularly with data scientists, and offers numerous tools for analysing large volumes of data.
• Big plans for big challenges
  The team pooled ideas on human resource development.
• Usage 2.0, the first
  Strengthening user loyalty with explanatory videos, looks behind the scenes and attractive image material? One of the teams focused their attention on the use of social media to promote user services.
• Lots of data – fast
  The team addressed the question of how complex analyses of large volumes of data can be made ready for use in new channels – e.g. by providing fast access, a flexible structure for data queries, easy accessibility for users, and modern technology.
• Collecting Twitter
  What are the important parts of "German" Twitter? And how is it technically possible to access the data records? These questions were investigated by a team of eight colleagues.
• Mapping the German Exile Archive
  The German Exile Archive's exile monographs are much in demand as objects of research. One of the hackathon teams analysed the monograph metadata and visualised them in a map on an interactive website.
• A different presentation of digital objects
  A newly created DNB advent calendar presented a different digital object from the collection every day of December 2022.
• Usage 2.0, the second
  Four colleagues have now transferred the DNB library card to wallets on iOS and Android smartphones. They created a design for the card in just two days.
• Blog posts about the new catalogue
  This team worked on a series of blog posts about the new catalogue

Four become one: amalgamation of the DNB's holdings data records now in progress

Coming together under one roof: the German National Library's holdings data were formerly classified using various internal library numbers (ILN). Number 1 signified the Leipzig site, number 2 Frankfurt am Main, number 3 the German Music Archive (DMA) and number 4 the German Exile Archive (DEA). This was necessary because of the technical conditions prevalent at that time. However, all the DNB's holdings data are now to be merged. The process began with the amalgamation of ILN 1 and ILN 3.

The first stage of the technical amalgamation of all the DNB's holdings data records took place on 29 August 2022 with the relocation of approx. 1.4 million holdings data records from the German Music Archive to the "pool" of approx. 24 million holdings data records for Leipzig. The crucial technical migration process was executed in the DNB's central library system ILTIS (Integrated Literature, Sound Recording and Music Publication Information System).

Up until the cut-off date, the DMA's holdings data were classified under the internal library number ILN 3. This classification was changed to ILN 1 on the weekend preceding 29 August 2022. The DMA's holdings data now constitute part of the Leipzig holdings data. This was only a small step for the central library system but had serious implications for all the DNB's other systems.

A major step for the DNB systems

The special DMA client formerly integrated into the Leipzig acquisition system is now no longer required. All the holdings located in Leipzig are now fully indexed in the Leipzig acquisition system. In cooperation with the service provider OCLC, the adjustments to the acquisition system were prepared and implemented so well that there were no frictional losses whatsoever: after the changeover, the acquisition system continued to operate as if nothing had happened. It should be emphasised that OCLC had already taken the 'big' merger of all the DNB holdings data into account and prepared for it when making these adjustments.

Competent support by the core group

Neither did the DNB limit itself to planning the smaller details, instead focusing on the bigger picture right from the first stage of the technical amalgamation of all the holdings data. The 'core group' discussed the possible effects of the amalgamation on the DNB's applications early on. They also developed concepts for the workflows and identification of the respective holdings data. The core group consisted of representatives from all the work areas involved in cataloguing and indexing. Our colleagues in Leipzig were able to process all the Leipzig holdings data in the central library system using the same identifier right from the time the first stage was completed. It is now no longer necessary to switch identifiers in order to process the DMA's holdings data.

Looking towards the future

Stage 2, which will follow in 2023, will involve merging the holdings data for the German Exile Archive's archival materials with the holdings data for Frankfurt. This will serve as preparation for the final stage, the technical amalgamation of all the DNB's holdings data records. This third stage will be implemented as part of a DNB project. Once the project is complete, all DNB holdings data will be classified under the internal library number ILN 1. From then on, there will be only one DNB acquisition system – and it will be possible to process all DNB holdings data using every DNB identifier.

Much clearer: The process results in just one internal library number (ILN 1) instead of four Image: DNB

New work at the German National Library: service agreement for different forms of mobile working

Whether regularly as "alternating telework" or sporadically as "mobile working": the German National Library (DNB) was no stranger to mobile working even before the pandemic. The first service agreement on alternating telework was concluded back in 1999. Initially, there were individual agreements. These were primarily concluded with employees in areas where the digitisation of library work was being driven forward. Since then, various forms of mobile working have been taking over workplaces at the DNB in the wake of the advancing digitisation of working methods. The new service agreement for mobile working allows staff to spend up to 60% of their working hours away from the office.

The pandemic as a catalyst of change

In its early days, telework was usually set up in such a way that staff were spared phone calls from colleagues while they were working. However, the tide has now turned: home office days are filled with telephone or video meetings. During the Covid pandemic, large parts of the workforce were equipped with the necessary hardware and software. Regular or sporadic periods spent working from home or remotely have now become integral parts of many employees' everyday working lives. The number of work areas that the DNB has been able to open up for mobile working has greatly increased. This is an inestimable gain. The DNB also benefits greatly from this in its capacity as an employer. Employees whose tasks allow them to work remotely are better able to adjust their daily work routines to their private needs – something they are happy to accept.

The best of both worlds

However, libraries are also places of encounter, of sharing and knowledge transfer. Although a great deal now takes place in virtual reality, researchers and users of our collections still visit the fascinating buildings in Leipzig and Frankfurt am Main every day. Staff naturally have to be present on site to ensure that all our services can be provided. With its new version of the service agreement for mobile working, the DNB has defined framework conditions for the new reality of work. What matters now is to explore the limits of what is feasible in practice – in cooperation with managers and staff.

"Congratulations on the launch": new DNB intranet now live

Practically designed with a new look: in 2022, the German National Library's new intranet went live. It replaces the old intranet, which was not up-to-date either technically or in terms of user friendliness. The purpose of the new development: to create an intranet that gives just as much consideration to modern search habits as it does to the needs of the organisational areas and the wishes of employees. This project was therefore based on collaboration right from the start. As many stakeholders as possible were involved in the project work. Staff are very satisfied with the result.

What does the new intranet have to offer?

An ideation workshop in early 2020 formed the basis for the relaunch two years later Photo: Kerstin Meinel

Central news are now displayed prominently on coloured tiles in the slider. Other news from individual departments are displayed in a personal newsfeed underneath. There is a calendar showing forthcoming appointments and events, for which participants can register directly in the intranet. Relevant information is easily found using fly-out menus or the search function.
The new intranet will be filled with content, updated and further developed by means of a division of labour between all areas of the DNB. "Congratulations on the launch of the new intranet! It has turned out very well and makes you want to use it every day..." – just one of many comments on the successful project left by satisfied users.

How it all began

A concept workshop at the beginning of 2020 marked the start of a large number of meetings with representatives from all areas of the DNB. The fact that these meetings had to be moved into virtual space two months later because of the COVID-19 pandemic was not the biggest obstacle. On the contrary: thanks to headsets, cameras and meeting software, the groups were able to work together very flexibly in different combinations as required – irrespective of their location.

An intranet for all seasons

The biggest challenge was rather the multitude of demands made of the new intranet. Besides accommodating the regular information needs of management and staff, it was ideally required to map whole workflows. Nevertheless, a prototype (a "click dummy") that met the majority of these requirements was created within just a few months. When it came to selecting a system, the Linchpin Intranet Suite was soon found to cover the highest number of "must" and "should" criteria of any of the systems evaluated.

A lock screen with a countdown created the anticipation around the go-live for the new Intranet Photo: Kerstin Meinel

While the chosen system was undergoing technical implementation, work on the concept continued apace with the definition of the so-called "information architecture". This included the menu structures, the structure of the start page and the definition of page types and modules. The long-awaited employee directory was finally realised on the basis of user profiles which the respective user can supplement with additional information such as hobbies or a personal photo if they so wish. The fonts, colours and logo soon gave the new system the look and feel of the DNB.

Content entered in just four months

One of the biggest advantages of the new system is that it is based on a system already in use at the DNB and is therefore already familiar to the majority of staff. This became apparent very quickly during the training sessions: the future editors in each area did not require extensive basic training; all they needed was a period of advanced training in order to familiarise themselves with the specialised modules. Afterwards, all the content was entered in just four months – approx. 2,000 pages/documents from the old intranet had to be sifted through, sorted out, restructured and in most cases also reformulated; the newly created pages were then enhanced with images. Here too, there was a kind of collaboration. A simple rights and roles concept enables different departments to work together, facilitates mutual representation and also provides transparency in terms of which content was last modified and by whom.

Going live – the countdown

Part of our morning ritual: The first thing that opens is the intranet. Our staff welcome the user-friendliness of the relaunched site Photo: Lisa Zehner

In the summer of 2022, it was finally time to launch the new intranet. Instead of training sessions on site, there were video tutorials with step-by-step instructions for exploring the new intranet, a separate lock screen displaying the countdown until the intranet went live, and virtual lunch talks for those who wanted to find out a little more about the concept. The "new" intranet is now familiar; it opens automatically every morning when the user starts the system and gives everyone all the most important information. It is by no means perfect, and there is always room for improvement – but as we know, after the relaunch is before the relaunch...

Contributing to something significant and lasting – meaningful work with the German National Library

Ms. Dorothea Zechmann, Head of Central Domain Administration: "I believe that employer branding is an important set of measures that not only acknowledges the German National Library's DNA but also strengthens our marvellous institution both internally and externally as a brand. This allows us to position ourselves as an attractive employer."

A shortage of qualified library staff and a profession in a state of flux: in March 2022, the German National Library (DNB) launched a campaign to recruit qualified staff. #sinnvollesSchaffen ("#meaningfulwork") is the claim with which the DNB will henceforth be carving a niche for itself on the employer market. Behind this claim is the promise of being part of something significant and lasting at Germany's largest archival library and helping to link our cultural heritage with our digital future.

Libraries will face challenges over the next few years when it comes to recruiting and retaining qualified staff – and the DNB is no exception. The librarian's profession is changing, becoming more digital and increasingly shifting its focus towards the active promotion of library collections. New archival and educational formats, services and user expectations are creating exciting tasks for IT experts. The road to Cultural Memory 4.0 also requires efficient administration. Furthermore, in its capacity as an employer, the DNB wishes to satisfy the intense desire of its employees for personal development and meaningful work.

Internet and social media in focus

Visitors to the website can find out more about the tasks of a national library by exploring four worlds of work: library, information technology, administration, and the training and dual degree programme. They can get information about the world of work itself, see what employees and management staff have to say about it, learn about sample projects and explore the themes addressed in each area. The page "We as an employer" provides very general information about what it is like to work for the DNB. The new content also includes audiovisual clips with insights from colleagues and a link to our LinkedIn presence.

Developing (self-)understanding

The campaign aims to make employment at the DNB more attractive to a wider target group and thus to broaden public views on this line of work. The DNB is not only seeking qualified library staff but also needs data and information scientists, IT experts, project managers, experts in the social sciences and humanities, life scientists, and people who want their work to make a meaningful contribution and link our cultural heritage with our digital future. The "3 questions for..." series in the DNB blog features colleagues who talk about their everyday working lives and describe tasks that people might not have expected to perform at a library.