The Future of the Information Professional

By Jan Sykes,

Richard Fletcher [16]

The number of participants in the study was by no means statistically representative of the information professional community in the study countries. However, the insights and frank observations about the profession shared by interviewees provide a framework that allows inferences to be made about the state of the profession globally. The future appears to be characterized by continuing dynamic changes in terms of content resources, technology, and information service/management models. Further study is needed to validate these observations as actual trends, but the credentials of individuals and organizations represented in this study indicate that companies doing business with information professionals must be aware of and pay attention to the following:

• Successful information professionals are moving closer to information consumers in two ways. First, as information professionals are integrated into business units or teams, adding value means being credible. In order to be credible, information professionals must possess or add specialized subject knowledge to their information management skills. Second, in some cases, information professionals are themselves the information consumers, responsible for analysis and presentation of information to their colleagues. In both cases, it is critical that information professionals understand their roles and the decision-making processes within their organizations. Failure to “step up to the plate” in such a dynamic business environment means being relegated to a back office function that will likely disappear.

• Information professionals who embrace knowledge management and the development of corporate intranets are forced into intensive interaction with other parts of their organizations. Most see this involvement as an opportunity to leverage their skills in organizing information and selecting content appropriate to user information needs. Evaluating and selecting content for deployment to the desktop (and in some cases abstracting and indexing that content)—whether for business professionals in corporations or students/professors in academic communities—are key tasks and areas of growth for the profession.

• Concomitant with the deployment of information resources are the dual challenges of negotiating licenses and managing copyright compliance—issues of major concern to information professionals.

• Information professionals are anxious to demonstrate the value of their contribution and to have models, case studies, and tools that increase their effectiveness in negotiating with senior management for budgets, staff and technology resources.

• Managing internal and external documents in document warehouses with consistent indexing schemes and uniform interfaces for optimum retrieval is another growth area for information professionals.

• In many of our study countries, critical local content resources may need to be included in information product offerings.

• Increasingly, some companies are using vendors to combine internal proprietary content with external content to produce customized information products.

• Eventual outsourcing or elimination of back office functions, like corporate libraries, is likely to continue though shared services models which offer opportunities for corporate libraries to evolve and keep pace with their rapidly changing organizations.

Assignments

1. When do successful information professionals move closer to information consumers?

2. Do you agree that information professionals will not be useful in the future?

3. What are the main growth areas for information professionals?

4. What do shared services models offer for corporate libraries?

5. What is meant by knowledge management? Use the figure below.

Fig. The Future of the Information Professional - student2.ru 2.16 Knowledge Management