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This was not unusual thinking at the time. Most managers in the information and technology industries viewed the online market as limited to librarians. The prevailing technology environment made it difficult for end-users to access online services, thereby limiting their use to trained professionals (and a small number of online enthusiasts). Accordingly, searching online services was almost the exclusive domain of librarians. And, because of this, consistent pressure was placed on librarians by end-users to conduct research on their behalf.

Of course, a lot has changed in eight years. The main catalyst of this change has been the Internet, which effectively overcame end-user barriers to online access and use. By July 1998, Internet penetration among people (end-users) at work reached 34% (more than one-third of the entire workforce)¹. Even more telling, this represents more than one-half of people in the workplace who have computer access (a rough approximation for knowledge workers). At this rate, we will be approaching full penetration (of the achievable workforce) by the year 2001, making the Internet a ubiquitous information and communication platform.

Figure 2 - Trend in Workplace Internet and Online Access in Canada

What this means is that the barrier that once made online information products and services the unique domain of librarians has been removed. This will become even more apparent as the traditional online players provide access to their databases through the Internet, and as software companies develop more powerful and intuitive search tools for end-users.

Changing Roles and Responsibilities

So, what role do librarians (as they are traditionally defined) assume in this new environment?

Notwithstanding the trend towards desktop access to information (by end-users), special librarians (in both Canada and the United States) still spend close the 30% of their time conducting research or assisting end-users with research-related tasks. Another 37% of time spent by special librarians is dedicated to various administrative duties, such as document processing, sourcing information products and services, and organization of the library. The remaining 28% of their time is spent on more strategic activities, such as planning, training and product or service development.²

Although many organizations have now moved towards Intranets, close to one-third of special librarians also stated that they are not involved in the electronic delivery of information to internal users.

Figure 2 - Proportion of time spent on activities by special librarians

It doesn't take a mathematician to figure out that, if special librarians are now spending close to three-quarters of their time on non-strategic activities and, at the same time, many of these non-strategic activities are being downloaded to end-users, significant changes are about to occur (or, in many cases, are already taking place). In explaining the changing role of special librarians, one respondent in our recent Information Services Panel survey even described the designation "librarian" as "increasingly meaningless".

When asked how their role would evolve within the next five years, special librarians outlined six key functions:

1. Consultant. Many respondents stated that their role would involve less "doing" (i.e. reference or research work on behalf of end-users) and more consultation. This role would require remote support to end-users and managers within the organization. In effect, "foot traffic" would be replaced by remote consultation for complex search strategies.

    

2. Analyst. Some information professionals felt that their role would require increased value-added in the form of analysing and interpreting information that is presented to end-users.

    

3. Facilitator/trainer. In an environment where research is conducted at the end-user level, most respondents felt that training these end-users would play a more prominent role in their duties. In addition to training, other activities (e.g. the development of support tools and services) would be incorporated to help facilitate the ease with which end-user clients can access information.

    

4. Intranet content manager. With the integration of external data into corporate Intranets, a key function of the information services professional will be to source and manage the content which is accessible through the system.

    

5. Product planner and marketer. Data integration also forces information professionals to become product developers and planners, with responsibility for packaging information and marketing products, services and delivery strategies to internal audiences. As one respondent characterised this role: "Need those statistics in a way you can't get them? I'll create a new statistical database for you. Need the news releases organised bi-weekly and indexed according to vendor? I'll create a product that does that for you."

    

6. Corporate knowledge manager. Increased recognition of knowledge as a valuable strategic resource could heighten the importance of the information professional. As a result, some SLA members foresee a merger of all information functions (e.g. library, database management, competitive intelligence, marketing research, internal knowledge sharing) into a single department or function. As one respondent described it, "Being the Knowledge Manager just means that I create value to my firm by facilitating access to high quality information and by networking people and their ideas together using our technological infrastructure."

These new responsibilities represent a welcome change for some. In the words of one respondent, they allow librarians to "break free of the reference shackles". On the flip side, this changing role poses a threat to many special librarians. More than anything, it implies a totally different skill set. The emphasis will shift from technical skills in the library to communication, facilitation, training and management skills (e.g. strategic and marketing management). To interact with IT staff and managers (e.g. in managing the Intranet), information professionals will also require a basic understanding of computing and network architectures.

Beyond Knowledge Management

The transformation from librarian to knowledge manager is clearly underway; however, a deeper look at the direction that the Internet is taking business reveals the possibility of more far-reaching changes. As many business processes (transactions, supplier-customer interactions) move to the Internet, the use of information will become integrated with these processes. In this environment, information as a distinct function or resource may no longer exist.

To adjust to these more far-reaching changes, information professionals must search beyond current bounds (e.g. librarian, information, knowledge management) and think in terms of benefits to their organizations. Right now, information can be used to enhance competitiveness and productivity. These same benefits will remain in the future, no matter what the role involves. If information is to be seamlessly integrated with transaction processes, then someone must scope out work-related behaviours to ensure that it is done in the most efficient and effective manner. And, if equal information and technology is available to everyone, then competition rests on the ability to interpret and apply these tools.

Clearly the impending shift to knowledge management (and beyond) represents an exciting change for special librarians. However, it's an opportunity that requires a great deal of preparation, and a new way of thinking.

¹ Based on the Canada Information Monitor, a telephone survey of close to 2,000 people in the workplace conducted over a three year period. The Canada Information Monitor is a syndicated survey product of the Phase 5 Consulting Group Inc. and Opinion Search Inc.

² Based on results from the Information Services Panel, a WWW survey conducted by Phase 5 Consulting Group Inc. with 1,800 SLA members throughout North America during June and July 1998.

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