User Experience in Libraries: Insights from the Digital Finna Services at the National Library of Finland

Interview with Riitta Peltonen and Pasi Tiisanoja

For our introduction: Can you briefly introduce the Finna services?

Finna services are a family of digital services

  • Finna.fi – a search service that collects science and culture material from hundreds of Finnish organisations under one roof. Finna.fi is meant for everyone (professionals and amateur groups) interested in materials that could be found e.g. from libraries, archives and museums.
  • Search platform service – allowing Finnish organisations to create their own personalised search service sites focusing on their own materials e.g. most Finnish Public libraries, University libraries and University of Applied Sciences libraries have built their websites on top of the Finna platform.
  • APIs that allow anyone (organisations or individuals) to access Finna searches and materials through programmable interfaces enabling their direct usage from other digital services.

Finna services were originally created as part of a National Digital Library project, it has been established for several years already and continuous service funded directly by the Ministry of Education and Culture.

Copyright illustrative Finna pictures
© National Library of Finland, photographer Paavo Pykäläinen.

Today Finna services are among the most popular online service solutions in Finland. For example, 90 percent of public libraries are using a Finna online library interface. The total amount of visits to Finna services is yearly over 40 million.

The National Library is the administrator for the Finna services and is in charge of its development along with Finna’s partner organisations. The content in Finna is provided by the organisations (the libraries, archives and museums – LAM) that participate in the services.

What is so special about Finna? How can it be used? Who uses it?

Finna services are unique in way how they break organisation and even industry borders. From an end users’ perspective Finna.fi is one single place to look rich selection of materials related to their topic from hundreds of Finnish organisations. For example, if a user would be interested in the history of a certain place, they could find loanable books and other library materials about that place, they could find digitised pictures, maps, artwork, objects or documents from museums and archives related to that place and even information about non-digitised materials in archives related to that place. From Finnish LAM organisation’s perspective Finna services facilitate innovations cross the whole Finnish LAM sector and enable co-operation cross organisations. Organisations building their own search web services on top of the Finna platform can select with just a few clicks to include materials from other Finna member organisations into their service. For example, several university libraries also show local city library materials and materials of The National Repository Library in their own search User Interfaces (UI) meant for their students.

How does Finna services fit into the context of Open Science?

Finna services contribute to the discoverability and access of publications. Finna platform-based search services in university libraries are important channels for students and researchers to search and to get access to publications. Finland is also a small language area and hence the Finnish scientific journals are not necessarily findable through international publication databases. By integrating Finnish Open Access journals to Finna.fi we add their discoverability to everyone. Universities offer theses (doctoral and master) as digital Open Access publications, and they are also all findable through the Finna.fi for everyone.

Copyright illustrative Finna pictures © National Library of Finland, photographer Paavo Pykäläinen.

Finna.fi has a specific importance for social sciences and humanities (SSH) scholars, who use cultural heritage resources as a source material for their research. Open cultural heritage data available via Finna.fi’s APIs create possibilities for data-driven SSH research. Finna’s metadata is CC 0 licenced to ensure easiness of further usage e.g. in data-driven research. In 2022, Finna and its partners will also launch a service concept called Finna Reading Room which allows, after strong authentication, researchers to access cultural heritage data that includes restricted personal information.

You are working in the field of User Experience (UX) in the pure digital Finna.fi project at the National Library of Finland. When and why did you start? What does that mean practically?

Riitta: I have started working for Finna in 2017. Before that I had worked as a UX designer in telecommunication and digital B2B services for twelve years and I have a master’s degree in interactive digital media. I applied the lead UX designer position in Finna services since the National Library of Finland and their Finna team gave me the impression that there you don’t have to start from scratch and that there is potential to push UX practices further in the organisation. Finna services have been very pro-usability since the early years of the service. It has employed professional User Interface (UI) designers, has done regular user surveys and used usability testing companies for consulting for several years before I started there.

Around 2017 there was a moment when the organisation had to go without UI designers for a few months, but it was about getting the basic design work back up and running and then starting to look to the future and raising the aspiration level rather than starting from scratch. I have always considered that in UX you can do more in-house instead of being in consulting, inside the organisation you have more possibilities to impact and develop the practices than if you are an outsider invited to contribute just for a short time.

I do most UX processes related tasks except graphical design and frontend coding. I am at my best at user research and concepting. I do research, I facilitate workshops, I do feature design on wireframe level, I do usability testing and surveys. I am also responsible from planning the work of our UX team, I develop our UX processes, and I mentor younger designers.

Pasi: I have started working for Finna in 2017, shortly after Riitta joined the team. Before that I had worked as UI/graphic designer in several design consultancy firms for over ten years. I applied the UX designer position in Finna services since the position seemed to fit perfectly for me and I was interested in working with services which are based on Open Source. I was also interested in working with both library and museum sectors.

I do mostly UI design related tasks. I do tasks related to the accessibility and frontend coding. I undertake general UX tasks, including evaluating the results of usability tests, and turn them into a design plan to improve Finna’s usability. Occasionally I participate our organisations to UI design by organising workshops for them.

What are your goals with UX? Did you achieve them? Which UX methods do you apply at Finna.fi?

Riitta: In my experience in digital development the UX acceptance roughly follows a maturity path: first, an organisation starts to use professional UI/graphical designers, next step is embracing usability evaluation (walkthroughs, surveys and testing) and after that further user engagement starts to interest and you can start push user research usage into earlier phases as well.

When I joined Finna the UI needed a visual style update and the new accessibility requirements were coming inside couple of years. So, my first goal was a major style update, we started addressing accessibility requirements and as a part of that work we started to push the organisation to use usability testing in more agile ways and build in-house capability to do it. The style update was successful, our Net Promoter Score (NPS) did a good jump up in that year. We have managed to start to do usability testing systematically (both outsourced and in-house) as part of our regular development work, and our NPS has continued to steadily climb up.

My next goal was to establish the use of user research as part of the design and strategic decision-making process. The National Library of Finland provides services to other libraries and has a lot of experience to facilitate co-creation with LAM organisations (LAM professionals) and this was true to the Finna team as well, but Finna had less experience in using end user research. Achieving this has been my goal for a couple of years and we are now at a point where we can almost say that we have integrated user research (mostly user interviews) into our concepting practice.

Can you give us a practical example that worked, where you applied UX to solve a problem?

Riitta: The first case where we suggested using user research as a part of strategic decision-making was related to replacing Finnish bibliography and discography services old OPAC UIs with a newer system where Finna was the strongest candidate for the UI platform. The decision-making was hard because no one really had up to date understanding of how the different end user groups used the services in practice, which features were most important and which outdated. User research helped the services to understand what the main use cases are, recognise future development needs, compare the platform options to the true needs of users and to negotiate with Finna what feature development was mandatory before launch and what was not. In this case, the research was purchased from a neutral consulting company.

Our first in-house user research was related to findings, that elementary and high school teachers were aware and interested in Finna.fi, but somehow, they never ended up taking the first step and really used it. We used user research to confirm that yes, the culture heritage materials are useful to schools and that the problem is that the number of scattered materials in Finna.fi feels overwhelming for teachers and that they would want easy starter packages. The findings enabled us to workshop with cultural heritage material providers (the LAM organisations) and innovate the new concept Finna Classroom (only in Finnish and Swedish available), where LAM organisations can curate readymade packages with pedagogical utilisation ideas and make the decision to pilot it. Without the hard facts from user research and co-innovation workshops with LAM organisations, we probably would not have made this decision. Since this was one of those chicken-and-egg problems where UI cannot exist without content, and content without place in UI and developing both required considerable amount of effort and commitment from both sides.

Copyright illustrative Finna pictures © National Library of Finland, photographer Paavo Pykäläinen.

Pasi: At the moment we work with mobile usability and search filters, it is almost impossible to know without usability testing that the new solution is better or just challenging in different ways. After testing we evaluate test results and make the decision to take the new solution to the production, reject it or iterate it more.

To apply UX methods, you need library or online users who are willing to participate. How do you manage to find and motivate them?

Recruitment ways differ from one user group to another. We consider on a case by case basis, what the best channels would be. If we need a certain type of researcher or student, we try contacting university faculties directly. When we need teachers from a particular school subject, we go to their Facebook groups. If we need city library users, we ask library contacts to help with recruitment etc.

Copyright illustrative Finna pictures © National Library of Finland, photographer Paavo Pykäläinen.

For motivating end users, we typically use gift cards from a big retail chain (they have shops around the country), and we promise workshops to have refreshments.

What are the – lets say – three most important lessons you have learned from applying user experience methods in the Finna.fi project?

    Riitta:

  1. Someone needs to have a vision what is a next new method you want to try and to scout actively for an opportunity to try it.
  2. An organisation learns from practical experience. Finding that first opportunity to try some new method is important and the bar should not be too high for trying out new things. If something was successful, try to find another opportunity to use the same method e.g. usability testing for a second time. After a few times of positive experiences others may start to proactively propose opportunities. Try it more often and you are close to embedding it to practices.
  3. Timing of user research is important. If it is not convenient for users to come to participate, they won’t come.

Have you also used methods that did not work at all? What have been your biggest or funniest fails?

Riitta: So far, we have used basic methods: for digital development e.g. surveys, design walkthroughs, usability testing, user interviews and diary study. The failings we have had have been related to timing and user recruitment not with the method itself. Once I tried to find volunteer teachers just before Christmas which is the busiest time of the year for them. I had much more luck a month later in January. For one longer user study – also related to teachers – I thought that I have managed to invent a good and valuable incentive: participation in a conference. It turned out that the challenging part was that, although the teachers would have loved to go there, they would have needed a vacation day from their work, a substitute hired for that day and they had difficulties getting their bosses to agree with that.

What are your tips for libraries that would like to start with UX? What is a good starting point?

With digital services usability testing is always useful and it gives concrete improvement points and is a widely accepted method in digital industry so it’s also easier to sell it to your management.

Read more about Finna.fi

Read more about Open Science in Finland

Read more about UX in libraries

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User Experience for Libraries: A multi-site approach at the University of Westminster

Interview with Aimee Andersen and Sinead Beverland

The application of user experience (UX) in libraries is an exciting and multifaceted topic. Lastly, we therefore looked at “User Experience for Libraries: The Best Tools and Methods for Beginners” in a blog article. We also showed “User Experience in Libraries: 4 Best Practice Examples from the ZBW” and spoke to Larissa Tjisterman, who works in the field of UX at the Library of the University of Amsterdam.

Today we talk to Aimee Andersen and Sinead Beverland about how they are using UX to get the most out of the four libraries at the University of Westminster (UoW). They started there in 2019 as UX and Engagement Coordinators with a UX project. The main aim was to make the libraries and within the library spaces places where students like to work and work well. In addition, they were to use UX methods to improve the library search. In the middle of the project, they were surprised by the coronavirus and the lockdown and had to rethink.

In the interview, they share their experiences, their best methods and their tips for UX beginners with us and also reveal what didn’t work at all. They explain how to get students involved in improving libraries through UX, what to look out for and why the right timing is so important.

Aimee and Sinead, you are working in the field of User Experience in the University of Westminster Libraries. When and why did you start? What does that mean practically?

Aimee: A unique role of User Experience and Engagement Coordinator was created in 2019 by the Head of Library and Archives Services, Helen Rimmer. It was a secondment role which was shared equally between Sinead and myself. The role was initially for a year, in which we prepared a vision of what we would do and hope to achieve within that year. The role was then extended for another six months to focus solely on UX around our library catalogue.

In practical terms, it meant that we could roadmap out our projects around what we hoped to gain from the UX work and time them accordingly. The managers had already conducted Break up letters/love letters and cognitive mapping with great success and the aim of the role was to allow a staff member (in our case, two members of staff) to dedicate time solely to UX.

Sinead: Our brief at the beginning of the role was to focus on space and communication within the library. This was quite the challenge in that we have four libraries within the University that serve a varied range of students and staff. We had to devise and implement UX projects that would engage this broad demographic of users whilst providing us with useful, tangible results that could improve our service.

Ultimately, we wanted to see our space and service through the eyes of our users and this dedicated UX role allowed us to do just that.

What are your goals with UX? Did you achieve them? Which UX methods do you apply at the UoW libraries?

Aimee: As mentioned, this was a very unique opportunity to try anything! We got to dip our toes into UX work and explore . Having said that, we were asked to conduct some UX work around staff well-being (we were in lockdown by that time and used an online storyboard) and we focused on communication and space. Knowing that we were only in role for a specific period of time, we spent quite a bit of time deciding on the vision for the role and then explored techniques that focused on this vision, namely the ideas of space and how the library community communicates within that space.

Sinead: With the initial goal to look at space and communication within the library, we chose our UX methods accordingly. This meant they ranged from an induction Graffiti Wall (canvassing new students), to a Photo Journal (asking students to design their ideal future library), to Storyboarding (understanding staff challenges during the pandemic).

These specific projects gave us insight into what information students want from us, how they would like us to deliver it and how they envisage the physical library space developing.
– Sinead Beverland

Having started our UX work on site, we did have to move online when the coronavirus pandemic began and lockdown hit the UK! Working on projects during a global pandemic was not easy and brought with it a whole new set of challenges. We had to adapt to the new situation, for instance, moving our storyboard project online and utilising our social media to engage with the university community.

During this time of working remotely, we were also tasked with looking at Library Search from a UX perspective. This became a huge piece of work within itself, incorporating remote staff and student interviews, whilst analysing statistical data and chat transcripts pertaining to the Library Search user experience. The work culminated in a report of our findings which included a number of recommendations for changes to Library Search that could enhance the usability and experience for all.

Can you give us a practical example that worked, where you applied UX to solve a problem?

Aimee: Prior to coming into the role, the managers had conducted the UX technique of love letters/break up letters to the library, of which I was a part. It was very successful in that we received without a doubt enough break up letters to a particular floor of one of our libraries regarding the temperature. Having learnt from that experience, it was easier going forward with our future projects to be able to solicit how to develop recommendations that are both forward thinking and practical.

Creating a collage of proposals from students of the Libraries at the University of Westminster©

In our photographic journal, we gained a lot of information from students’ collages of their visions of their ideal future libraries. Although there were some very impractical, but fantastic suggestions (such as a sun filled meditation room, a clothes exchanges and a bar), we garnered invaluable ideas around what we could practically implement, such as more the importance of more communal study spaces, greenery within the library and using student artwork around the library.

We also were able to understand how important the idea of community within the library space was to our students as well as the isolation they sometimes feel and how the library space helps them to meet, and interact.
– Aimee Andersen

Sinead: For each of our UX projects we collated reports, including recommendations which were circulated within the department and to senior management. From our UX Library Search report, a working group was established and changes are in the process of being made to improve the experience and usability of the system. A specific example would be amending generic and unhelpful icons that are used to denote “databases”, “journals” etc.

To apply UX methods, you need library users who are willing to participate. How do you manage to find and motivate them?

Aimee: This was one of the toughest parts of the role and I feel like I learnt a lot from trying to garner engagement. We put a lot of thought and effort into peripheral ways of reaching students, such as social media, student union and other departmental connections. We also had a healthy budget for the role and were able to offer Amazon vouchers as incentives. I found that it also depended on the activity and levels of engagement.

With our graffiti wall project, we had no direction or control over engagement, apart from deciding where to place the wall for maximum interaction, however we did need to recruit students for the photo journal project. The students that participated with the photo journal were students that were attracted to the project and their interest level contributed greatly to the project’s success.

We also asked for feedback from students with each project around ways we could improve our student engagement and participation.
– Aimee Andersen

Sinead: Finding participants can often feel like a struggle and we learnt that a lot of factors come into play when you are “recruiting” for a UX project. Timing is incredibly important. In an educational environment it is important to be aware of exam and deadline dates – we tried to schedule our activities at quieter times of the year so that people had more time to offer. When wanting to capture information during a busy period, like induction week, we chose a UX technique that was bold, quick and easy to use – a Graffiti Wall. Students could jot down their question on the wall as they passed by, which meant anyone could access it at any time.

Graffiti Wall, University of Westminster Libraries ©

We also put a lot of time and effort into designing eye-catching posters, flyers and online posts to encourage participants. We wanted to make these as appealing and diverse as possible to capture the attention of a wide demographic. This was a little time consuming but well worth it as we had many students reach out to us from this marketing.

We were fortunate to have wonderful and engaged participants for all our projects. For our part, we did also ensure that we kept in contact with them throughout and adopted a very collaborative and informal approach, in keeping with the tone of our UX work.
– Sinead Beverland

Liaising with other university departments and developing a good relationship with the Student Union undoubtedly helped us to promote and find participants for all our UX work. Working with student and staff communications and student union representatives gave us a greater insight into how to appeal to our users and more scope to reach them through their channels.

What are the – lets say – three most important lessons you have learned from applying user experience methods in UoW libraries?

Aimee:

  1. Ensuring that projects are conducted when students are a) around and b) have enough time to commit and participate
  2. Creative thinking: Our most successful project by far in terms of positive feedback was the collages for the future libraries; students loved it. We were also enamoured with the idea as collaging removes the pressure of having to “draw” whilst allowing a creative and reflective expression.
  3. We also needed to think outside the box around how to manoeuvre lockdown, given that we had created the role for the year as being on campus. It was an incredibly unique opportunity to capture the experiences of that time whilst we were in the midst of it, as opposed to reflecting back upon the experience of attempting to study during the strange time that was the initial lockdown.

  4. Never assume! We tried to keep this at the forefront of everything we did, and we created projects around this idea, hopefully allowing students and staff to express themselves within the project. We constantly conversed around the idea of our assumptions and job sharing in this respect was incredibly useful.

Sinead: I would totally agree with Aimee’s three lessons! Thinking outside of the box and finding creative ways to engage students was key. I learnt the importance of creating a dialogue with our users and to go beyond just listening to what they told me. It was equally important to observe how they instinctively interacted with space and services.

Have you also used methods that did not work at all? What have been your biggest or funniest fails?

Aimee: As the lockdown continued, we were thinking of different ways to launch small virtual projects, and one of these was the idea of book shelfies. We did not have as much engagement with this project as we had with previous work. This could have been because it was just after lockdown and everyone was trying to adjust to a new way of working.

Sinead: As a small side UX activity, we tried to canvas opinions on a new library welcome desk however, not having much time available we put together a simple online padlet and encouraged library users to share their opinions over the course of a week. This lacked the creativity of our other projects and was not well promoted, thus, we got very little input! A lesson learnt to give your all to everything you do!

What are your tips for libraries that would like to start with UX? What is a good starting point?

Aimee: I attended the UXLib-Konferenz a couple of years ago and I found the talks and workshops incredibly interesting and inspiring. Reach out to other staff members doing similar things to what you would like to do. I met a few people at the conference that were very helpful in keeping in contact and were happy to exchange ideas etc. We also started a twitter account in which we posted promotion and post project photos as well as tweeting and retweeting any interesting UX related stories. It was a good way to keep a running record of what we were doing and what we were learning as well as networking with UX colleagues elsewhere.

Sinead: To look at what other institutions are already doing is a great starting point. In terms of UX, for example, the Glasgow University, the University of Southampton and the University of Kent were inspiring for me. Learn from those that have gone before you! We found that the Library User Experience Community is strong and incredibly supportive and helpful. If in doubt, reach out to people and ask some questions. In our experience Library UX’ers are more than happy to chat and share advice and thoughts. Be sure to check out“Exploring UX research and design in libraries” and engage with social media, try hashtags such as #UXLIB.

We were talking to Aimee Andersen and Sinead Beverland.

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The post User Experience for Libraries: A multi-site approach at the University of Westminster first appeared on ZBW MediaTalk.

Digital Trends 2021: Collective Displacement Leads to Relocation and Rethinking of Activities

by Birgit Fingerle

The COVID-19 pandemic has turned major parts of our life upside down, leading to new trends and new uses of technology. The feeling of collective displacement is a trend overshadowing all these. Due to the COVID-19 pandemic, 2020 altered, where und how we experience activities. A lot of our tasks were relocated to other places in order to still be able to fulfil them. New ways and new places to attend our duties as well as our hobbies are needed. Accordingly, organisations need to figure out new ways to shape the relationship with their patrons. In order to do so, they must be aware of how information-gathering has changed and they must also replicate or replace physical touch in a digital way. Shopping for instance has become an atomised activity, split into many micro moments spread across devices, platforms and across the day. In addition, brands have to find new ways to deliver joy to the home shopping experience.

Retail Trends as a potential Role Model for Libraries: Liquid, Virtual and by Appointment

Because of the collective displacement trend mentioned above, the place where we buy products or use services has also changed. Thus, organisations have to rethink their supply chain and their whole physical infrastructure. This trend is called Liquid Infrastructure. In order to be able to quickly react to changing conditions organisations need to develop more agility and resilience which will also make them futureproof for instance for answering challenges arising from climate change. While working on new supply chains and physical infrastructures, organisations should also consider sustainable alternatives to become more sustainable at the same time. In addition, they should explore new business models and value propositions like subscription models and personalisation.

Traditional marketplaces have been transferred to the digital world because of the pandemic too and are now taking place virtually. As ecommerce is booming, marketplaces are included in this shift, transforming everything from farmers’ to Christmas markets into virtual marketplaces. This way, consumers can at least keep a little bit of the normalcy that they have lost since the pandemic started.

Another growing trend is robot retail (see TrendHunter‘s 2021 Trend Report) as robots help to limit contacts between employees and customers. Examples are: Robots acting as bookstore assistances like the “AROUND B” Robot that carries books for browsing and purchasing, or contactless delivery robots brought to new cities like the delivery robots of Starship Technologies.

Contactless lockers are being installed in the retail world to reduce person-to-person contact and to enhance the safety of shopping. Shopping lockers (see TrendHunter‘s 2021 Trend Report) are being used as food pickups as well as for in-store returns for instance.

With respect to personal contacts, the trend “Appointment Retail” (see TrendHunter‘s 2021 Trend Report) means that shopping is offered by appointment only. This ensures safe in-person shopping experiences as it contributes to maintaining distance. Might, for instance, offering lockers and more services on appointment also be meaningful for libraries to better address patron anxiety of health risks?

Events and new touchpoints: Virtual crowds and in-game experiences

The trend of collective displacement also shines through events and exhibitions. Companies are creating technologically-integrated solutions that allow the public to take part in live events, for instance live concerts. This virtual crowd (see TrendHunter‘s 2021 Trend Report) is now made possible by using video conference technology as well as virtual reality technology. Attending a live event as part of a virtual crowd also brings viewers a degree of normalcy into their lives.

Gaming is an increasingly popular form of entertainment and consumers now expect brands to integrate seamlessly into their habits, like gaming and social media. As brands outside of gaming are looking for new possibilities to participate in these developments, more and more are marketing their products and offerings with in-game experiences (see TrendHunter‘s 2021 Trend Report). One example are In-Game Art Galleries like the one offered by the Getty Museum. This tool lets players import art in the game Animal Crossing. Furthermore, in an In-Game Museum Tour the Monterey Bay Aquarium is offering virtual tours of Animal Crossing’s museum.

Training and tools for librarians and patrons: Gamification and fostering wellbeing

Several trends have the potential to influence the tools and the training offered for library staff on the one hand and patrons on the other hand. Because of the experience of collective displacement and work from home, mental wellness becomes a new focal point when rethinking products and services. For example, Microsoft Teams will integrate new features in order to improve users’ work/life balance while working from home.

Training and onboarding employees is increasingly being accelerated through gamified technology. This trend named gamified profession (see TrendHunter‘s 2021 Trend Report) where platforms are used to enhance skills and engagement in the process of training may become more common as working from home becomes the norm and managers are trying new ways to enhance engagement and interactions among new employees. The training needed for individuals transitioning into new roles requires interactivity to learn skills and policies effectively. Thus, gamification is an interesting approach for training.

To build meaningful connections between remote employees, organisations are turning to new tools, which help them to facilitate team-building exercises and rewards. By fostering remote engagement (see TrendHunter‘s 2021 Trend Report) they contribute to reducing feelings of social isolation, which might otherwise negatively affect the collaboration. Innovative tools are needed to ensure that employees working from home feel connected and valued and this way also more encourages toward sharing ideas and working together.

Signs of Open Science: Digital parity, subscription sharing and do-it-yourself-innovation

The COVID-19 pandemic has fostered trends towards Open Science. In addition to the obvious greater attention for preprint papers there are also several other trends outside the academic systems, which are interesting in the context of Open Science.

Equal access continues to be a dream, as we still live in a world characterised by digital inequality. A WhatsApp und Facebook chatbot like Foonda Mate shows us how the inequality due to the lack of a stable internet connection can be bridged in order to give South African students access to educational materials. Thus, they were and are able to keep up with their schoolwork when schools are closed. This example is part of the trend providing online access to all, called Digital Parity.

Another interesting trend: Brands in the technology space are helping users to share subscriptions by creating platforms that enable sharing subscription passwords in a safe and controlled way. These platforms (see TrendHunter‘s 2021 Trend Report) for safe subscription sharing to digital goods range from web extensions to password-managing.

As innovation increasingly is a product of talented people acting in challenging circumstances, organisations should find ways to joint this Do-it-yourself-Innovation revolution and rethink how they approach innovation. The emphasis of organisations should switch from co-creation with the people to giving the people the tools and platforms to innovate for themselves in order to create better products and services.

Members of the generation Z (Gen Z) , born between 1997 and 2012 approximately, are also increasingly aiming to develop new skills outside of the traditional school system. They do so by turning to platforms, services and spaces that help them expand their worldviews and skills without the constraints of traditional schooling. The Gen Z Creative trend (see TrendHunter‘s 2021 Trend Report) also allows them to develop skills that often are not part of the education system. This willingness to qualify outside of the traditional educational system stems from two main sources. First, exposure to political and social issues from young age on has made them critical thinkers that are more likely to explore alternative learning options. Second, their social media habits are giving Gen Z more motivation to develop skills and practice hobbies just for enjoyment and sharing.

More than downsides: New opportunities and glimmers of hope in the crisis

The pandemic has disrupted a lot of our plans and the way we live and work. Looking at the trends emerging from this crisis reveals some of the opportunities implied in this forced transformation. Among these glimmers of hope is that Open Science, especially Open Access, seems to be a winner of the crisis. Furthermore, studying current trends in retail or gaming can trigger new impulses for further change in libraries.

Further information on important trends und technologies for 2021:

References Portrait:
Photo Birgit Fingerle© – Photographer Ole Sindt.

The post Digital Trends 2021: Collective Displacement Leads to Relocation and Rethinking of Activities first appeared on ZBW MediaTalk.The post Digital Trends 2021: Collective Displacement Leads to Relocation and Rethinking of Activities first appeared on Leibniz Research Alliance Open Science.