“So, What’s Wrong With It?” is an absolute delight.  On top of being ridiculously rhetorical, it still contains a hopeful, but illusive possibility that some sort of explanation exists or can be found.

But, in the end, such possibility remains an illusion.  The only way to answer is this:

“Don’t you see? IT DOESN’T WORK. THAT’S WHAT’S WRONG WITH IT!”

In business terms: Libraries don’t compete with one another or with other cultural institutions.  They are, however, affected by social, financial, political realities, which are largely outside of their control.

As a result of such non-competitive environment, libraries’ survival skills are  very poor.

My principles:

OCLC develpments: on behalf of and for the member libraries

WorldCat as a universal repository for human knowledge resources and cultural objects

Cloud Computing

Web-Scale applications

Libraries rule the Web!

When we implement any new technology, we are sure of two things:

1. It will break at some point, and
2. When it works, it will not work as expected.

In fact, we expect these two things to happen.  We purchase our technology with a service plan, we ask for a warranty, we have user support networks and professionally staffed helpdesks.

This is a NORM.  And this principle of build-in failure is most apparent in the Information Technology, simply because we all use IT tools, without necessarily understanding how and why they were designed this particular way.

If it isn’t, it’s not even worth considering.

2005 – Metadata

2006 – Web 2.0

2007 – Open Source

2008 – CSS

2009 – Cloud Computing

2010 –  Semantic Web

Is it a paradox?  Perhaps.

Let’s try again: The less “natural” texts are more easily processable for concepts that can be extracted from them.

ta-da!

Why Strategic Vision?  Because plans never work out, especially the best laid ones.
Why Strategic?  Because one has to look ahead to get anywhere.

The coolest thing, though, is that Strategic Vision seems very popular in military circles.  Means I’m on the right track!