Author Archives: Jaye Lapachet

PresQT Conference



I have just returned from PresQT. This is an academic conference focused on preservation of digital data, especially scientific datasets and software. The point is to allow others to check results through reproducibility. I was invited to give the corporate perspective on preservation.

As I wrote several weeks ago in my post on innovation, I am not a fan of silos. Attending this conference I found another set of silos: academic and corporate. There were so many tools people were discussing that I had never heard of. The first day left me reeling from all the new information. I also felt WAY out of my depth. I was wondering why I was there, how I could contribute and how this effort could engage the corporate and law firm worlds.

I did my presentation relatively early in the morning on the second day and felt much more like I could contribute to the discussion. I was warmly welcomed, good things were said about my talk and people asked a lot of questions. This answered my question. Part of my presentation was about content strategy (see my posts on the components of a good content management plan), but another part was about how academia and corporate environments can work together on this project to achieve better, more useful results.

Part of my point was that preservation starts with a content strategy. Preserving at the end is great, but much can be lost if you don’t start from the beginning. Of course, nobody in corporate, law firms (law firms do have a good handle on records management for client files) or academia does this. Preservation is an after thought. Content management is a huge undertaking. I hope to make a difference, but it will be small as I am one person shouting about it into a canyon. Whatever small inroads I can make in my work will be worth it.

I learned a lot. I learned about new tools and sites. One is ReproZip, which allows people to backup and entire project “by tracing the systems calls used by the experiment to automatically identify which files should be included. You can review and edit this list and the metadata before creating the final package file. Packages can be reproduced in different ways, including chroot environments, Vagrant-built virtual machines, and Docker containers; more can be added through plugins. What this means to someone like me is that I can pack up my entire website and someone in the future will be able to unpack the whole thing and look at it in all of its glory. Software, databases, widgets, text, everything is included so that the project/site/whatever can run as it did when it was posted on the web. The difference between this and the Internet Archives Wayback Machine is that pieces can be missing from the Wayback Machine as their crawler can’t access everything. The downside of ReproZip is that the creator, or someone involved in the project or site, must create the archive. The ReproZip tool comes out of the NYU Center for Data Science. A librarian, Vicky Steeves, is heavily involved in the project as a trainer and outreach coordinator. It makes my librarian heart happy.

I was also very interested in Euan Cochrane’s Wikidata project. Wikidata, funded in part by the Wikimedia Foundation, is a free and open knowledge base that can be read and edited by both humans and machines. Wikidata acts as central storage for the structured data of its Wikimedia sister projects including Wikipedia, Wikivoyage, Wikisource, and others. As you know, I like the idea of central storage for information. I like wikis a lot and this platform allows all different people to edit and contribute. They do have reviewers to verify information.

The thing I like most about Code Ocean, aside from the name, is the look and feel. It is pretty and looks like it has a user interface that it easy to use. Code Ocean is a cloud-based executable research platform. I am sure that it works very well, too- I can’t really speak to that as it is out of my area of expertise. I hope we can make the PresQT tool look and feel just as good.

I also think that Code Ocean could create a section that would be useful for tech companies. They could deposit their code as a safeguard for changes to their corporate structure and backup as well as well historic preservation. So many companies with interesting tools have gone out of business as the tech industry waxes and wanes. Think about some of the early search engines. As a result we have lost that knowledge. What could be done with it if it were deposited somewhere like Code Ocean and made available once certain corporate events or actions took place?

The big coup, from my point of view, is learning about Open Science Framework. This is essentially a streamlined, but well thought out and useful content management system. One thing that is very intriguing is that it overlays (not sure if that is the right idea) on top of cloud based storage systems and allows users to search across them. I think this tool could solve the problem of companies using Box, DropBox and Google Drive. I have a lot to learn about it, but I hope to become more well versed and use it to its fullest extent. Stay tuned for more on OSF.

Just because I didn’t mention every single tool or presentation doesn’t mean that I didn’t find it interesting or potentially useful. There was so much interesting work shown at this event that I feel somewhat overwhelmed. I hope to be able to participate further.

EVERYONE can participate in PresQT in different ways. One is to take the needs assessment. This survey will allow the team to get feedback from more people to make the tool more useful. The permanent link will be available soon and I will post it here. Personally, I had a hard time with the survey as the language, and some of the subject matter, was not in my wheelhouse. Still, I soldiered on and provided as much helpful feedback from my community as I could.

People can also explore the resources from the conference on OSF. More of the presentations will be posted there shortly.

Thoughts on Innovation

I am very interested in innovation and how it relates to business practice. Recently I read an article called How Innovative is Your Firm, Really? from the Above and Beyond KM blog. While this is targeted at law firms, I see a lot of parallels with business in general. The 6 points outlined are a good way to judge the innovation at your firm or in your business. They are basic (as in anyone can understand them and relate to them), measurable and sensible.

Basic, measurable and sensible are 3 keys to success of any program. In this case, law firms have a better chance of succeeding with change if they think along these lines.

Purpose: “A clear, inspiring reason for the company to exist — beyond just making money.”  ‘ I think this is a difficult principle for law firms. I am not sure how many people have a burning desire to become lawyers for any other reason than making money. Those who want to help people and organizations go into public service and the money isn’t there. Higher ups in a law get to choose very worthwhile pro bono work, which is an added bonus. The law firm’s mission is a challenge. I think this point would probably be the hardest to formulate. I also think getting buy-in would be a challenge.

Experimentation: “Trying out new ideas and making evidence-based decisions about how to move forward.”   ‘ As a manager I always tried new tools and ideas to try and get the right mix of information out to people at the right time. Not every idea works, but failure (in the most positive sense of the word) is part of the process. The key is to encourage experimentation and also cut bait when something isn’t working. Stopping a trial is hard, especially when people have invested time and possibly money into a program. Rehashing the good and the bad so admin can learn from the trial is really important. It brings knowledge into the firm both about what works and doesn’t, but also about the culture of the firm, how long something takes to implement and other valuable lessons.

Vendors often need to be part of experimentation. They want the firm to buy a new product. I was keen to try new tools relevant to the practice. However, I found, over time, that the 30-day free trial wasn’t enough. We spent time with set up, or got a stripped down version. We had to manage logins or work could not be saved. Too much work for too little time. I was successful with some vendors in getting short term, relatively inexpensive contracts so we could try out the full version for 6 months. I often included clauses that allowed us to get out of the contract or get a full contract depending on how the trial went. It was win-win for us and the vendor. They got some money and potential for more. We got a better way to evaluate new tools.

Collaboration: “Working across business functions to approach opportunities and challenges from all angles.”  ‘ As you know, I am not a fan of silos. While this often comes out in content management projects, silos manifest in the form of departments as well. It is really important for the admin team to understand what each other does and how the departments can help each other. If there is no other reason, then a department manager can outsource something they are doing to an expert. IT can install software faster and more securely than a HR department team member. The library can set up news searches or find information about a potential client more efficiently than someone in finance who only logs on to Lexis once a month.  The same goes for partners who need extra tools or information. Collaboration also makes work more interesting and, dare I say, fun? People are social creatures, so collaborating can add a boost to morale.

Empowerment: “Providing a clear path to create change in all corners of the company by reducing unnecessary constraints.”   ‘ Empowerment in law firms is challenging. Management often wants to exert a level of control over everything that stifles creative ideas. Obviously, no firm wants everyone to go haring off in crazy directions, but providing a space for empowerment is a good breeding ground for ideas with potential. Be open to listening and hearing what even the most junior person has to say. I am sure even the mail department can provide insights into improving efficiency around shipping and receiving.

‘ Looking out: “Looking beyond the company’s walls to understand customers, technologies, and cultural shifts.”  ‘ Who is looking out? Is it the job of one person or department? Encourage everyone to look out and have a section on the Admin team meeting agenda where people bring things they saw or heard to the table. Ditto with the Management team. Allow people the space to give their opinion, both pro and con. This will also show management depths that employees have that they may not get to display in the normal course of their daily work. Actively discourage heckling or negativity regarding any ideas. Heckling and negativity will shift the power to those who do it and discourage others from participating. More importantly, management won’t get anything out of the exercise and the time will be wasted. This is an excellent case where “do unto others as you would have them do unto you” must be scrupulously enforced.

Refinement: “Elegantly bridging vision and execution.”  ‘ The proof is in the pudding. Ideas are great, but if you never bridge ideas into reality, then what is the point? Starting with smaller changes will give the firm experience on methodology and the effects of change. Also, the person with the idea may not be the best person to implement, but that person must still be part of the process. Evaluate your assets, especially in terms of people, and make temporary changes so that vision and execution are as smooth as possible.

I like to say that projects are iterative. Most organizations can’t get the perfect tool-program-policy perfect the first time. By putting something pretty great in place (putting up crap just to put something up can defeat the purpose of change) can get a new project rolling and inspire others to contribute to improving it.  With too many moving parts or too much change, programs will fail. By making small changes and working up to larger programs, the firm or business can make innovation a habit and part of the culture.

The article referenced comes about from Ideo and talks also about their “assessment and dashboard tool: Creative Difference.” I am interested in the general principles, so I haven’t, yet, reviewed Creative Difference, nor have I heard of any law firms using it. I am sure that law firms trying it out will be able to start to make the changes they need to make to avoid the coming law business crash.

Content Management – Systems

As I have tried to make clear in other parts of this series, content management plans have many components and installing a new system, or repurposing an existing system, is only one part. However, systems must be taken into account, because in conjunction with all the other aspects, a well managed and effective system can be a cost effective piece of the content management puzzle. It is important to remember that a new system cannot solve all content management problems.

One of the first tasks, after the company decides to create a content management plan, it is important to review all systems and tools currently in place.

It is important to perform a complete inventory of all systems, software, web applications, etc that have a content management component.

  • Review each system’s perceived strengths and weaknesses
  • Determine who is using each system
  • Identify how systems are being used including hacks and tweaks that have been made
  • Determine overlaps between various systems
  • Identify silos
  • Determine combined cost of systems, including maintenance fees
  • If possible, determine WHY each system is being used

The WHY can be tricky. Systems may be used because that is what was available when a department was formed. Software can be used because that is how an employee was trained. Newer systems might be used because an employee’s boss got a new boss and the new boss likes that system. Systems are chosen because they came up first in a list of search results.

The WHY is when it becomes important to meet with people

  • Survey users – it may be important to target specific users if a tool is specific to a certain department or group
    • ask about current systems
    • try to discover ‘wish list’ systems or functionality
    • find out if employees used software in a different way
    • Ask about information
      • what is stored
      • how it is used
      • when they have problems accessing their own data as well as cross departmental data
      • what external information is being purchased and how is it being used?
      • Survey users again after some changes have been made or a content management plan has started to develop
  • Attend conferences
    • talk to colleagues about what they are using
    • walk the vendor halls and find out what is new and exciting
    • listen to seminar speakers to glean information about creative ways they are using products
  • Talk to vendor-partners
    • are there updates that have not been installed?
    • is the system still being supported?
    • does the company have a current maintenance agreement?
    • who is the regular sales/support rep?
    • are there modules or add-ons that might make the system more user friendly, effective, customizable?
    • do vendor-partners have special offers which can be taken advantage of over time?
    • is training available?

It is important to find out if vendors of entrenched tools can make changes to make products work in a way that furthers the goals of the company. It is also important to find out if they are willing to work to improve their product as you work through your content management challenges. Willing vendor-partners can be the difference in a choice of product. Vendors are partners. They, of course, want to sell their products, but they also want to keep existing clients. It is possible to work with them to adjust tools to meet new needs.

Stakeholders can be the best and the worst when it comes to content management systems. Their friends are higher ups in other companies and they want to support their friends and keep up with the Joneses. Thus, it is important to review new systems in which stakeholders are interested.

  • How do they work with existing silos?
  • Are new systems compatible with existing silos?
  • Are new systems duplicative? How?

Next, a critical step is to identify where content is cross departmental and access is needed by groups with otherwise different functions. This often happens with some financial data. For example, department heads need access to expenditures when compiling their budgets.

  • Where is it important to have information gatekeepers
  • Gatekeepers vs. Content managers

Taxonomies can be an important tool for a company. Review whether or not there are any existing internal taxonomies in use. Next determine whether a department or group has purchased a commercial taxonomy. Taxonomies can be an expensive tool, because of the care and feeding they need. Taxonomies must to be maintained and updated. If they are not being used effectively, training may be required.

  • Consider usage and how well the taxonomies are functioning. Are people adding metadata from existing taxonomies to documents they create and save?
  • Can metadata be searched?
  • How flexible are metadata? Can an employee add any term or are they compelled to choose from the taxonomy?
  • Is someone culling non-standard terms and adding them to the taxonomy or replacing terms with standard terms?

If the company has a well functioning and well maintained taxonomy, consider using taxonomy terms to create a navigation bar on the Intranet, extranet or in other appropriate locations

Data and information owned and created by company employees must also be reviewed.

  • Are tools available already to automatically identify content with certain qualities?
  • Is there a program anywhere in the company to archive previous versions of documents/information?
  • How much stale content must be reviewed and archived?
  • Does saving a document allow employees to create content expiration dates?
  • What does the Enterprise Content Manager want to do about content without metadata?
  • What does the Enterprise Content Manager want to do about content with incomplete or inaccurate metadata?

A potential big problem is content owners leaving the company before a suitable content transition can be created. It is important to immediately reassign content ownership or archive data. This is drastic, however. Try to create a content transition plan and have the new and old owners work through it together.

Finally, products must be discussed. If none of the products you have inventoried are right, or you need an overarching product to place other products under, try to choose a product that is as right as it can be. Understand that no product will be perfect. In addition to “standard” tech products (products popular in technology companies), look to the library world as well. Librarians have been organizing information for years. They have products which can be adapted to your company as well. A couple are:

  • Koha
  • Inmagic/Lucidea Presto

Very popular tech products are:

  • Igloo
  • Jive
  • Drupal
  • some installations of WordPress
  • Drupal

Of course we all know and love 😉 Sharepoint. There are many others. Review and try many to find the one(s) that work for you. Talk to friends and colleagues about their experience using various products.

Information and/or content are valuable company assets. The overall goal of the all pieces of the content management plan I have discussed is to create a coherent set of processes and procedures to make content, data and information secure, findable and useful. Without organization, the content is more difficult to use. Different solutions may be required for different departments or groups. Everyone  has a stake and needs to be involved.

Content Management – Culture

Culture is one of the most important aspects to take into consideration when developing a content management plan. It is also important to note inefficient processes or practices that need improvement. The key is to be respectful of organizational culture and to disrupt workflow as little as possible.

It is also important to realize that change will have to happen in order to implement a content management plan. I like to make changes that mimic a whisper rather than a bulldozer.

Ideas for influencing change:

·        Start to influence culture by creating a new employee appealing looking desktop view with links to valuable information and to spaces where they can easily save their content. Spaces should first, be segregated by department and function, but also by personal and professional. This desktop view should be available and waiting for them on their first day after orientation. Some content to include is:

  • HR content such as forms and policies
  • Department content needed to do their job
  • Orientation schedules
  • Information, maps and connections to co-workers
  • Mentor information
  • Bios of department managers, C-Suite
  • Basic information about the company
  • Maps
  • Resources such as where to go for more information or who to talk to for help

Creating a new employee desktop will start the process of tweaking the content management culture. Ideally, existing employees will see that new employees have a great content space and want one as well. Managers may want to roll something out to all on their teams. This is a small piece of the process.

Develop features and functionality, which make tasks such as metadata application more automated

  • Button on save page that automatically adds department name to metadata

Consider how content in languages other than English may be affecting search and retrieval

  • Does the organization have a policy about creating company content in different languages?
    • how much content is in different languages?
  • Effect on those creating content in non-English language in terms of search and retrieval
    • how does search engine function in non-English languages, in non-Roman alphabets?
  • Effect of non-English content on those searching in English in terms of search and retrieval
  • Consider primary language for metadata and taxonomy
    • is there a need for parallel metadata and taxonomies to accommodate different languages?

Culture develops as a result of the formation of a company, but also independently as the company grows. Different departments can have different traditions and practices around work and personal activities. If your company values preservation of the culture, it is important to take these practices into consideration when organizing company content.
Please contact me to assist with the process of creating a content management plan and infrastructure.

Content Management Plans – People

Take a look at the overview and the post on components.

People need the right information at the right time for the right price. The people in your organization are the most important part of your company. They do the work. They save the documents. They look for documents. People can make or break a system, product or process. People are messy, as my friend CR likes to say. People are also smart, funny, intelligent, hardworking, hard playing and usually want to get their work done. A poor content management policy allows people to use their intelligence to get their work done while engaging in poor CM practices.

It is critically important to work with people by taking their thoughts and ideas into consideration. I aim to incorporate as many of the ideas and thoughts as possible into a content management policy. If employees take the time to voice their concerns, carefully considering their thoughts is money well spent. The morale boost the staff will get when they see their ideas in action is gold.

Feedback in the Process

As I said, it is important that people are heard and that their specific needs are noted and addressed at the process moves along.

  • Talk to major stakeholders
  • Identify different needs based on the function of different departments

Major stakeholders are people, too. People will have different perceptions of the value of different systems. For example, systems someone does not use may have little value unless it is the payroll system which issues their paycheck. The thoughts of major stakeholders from a strategy perspective are important to guide the process. It is also important to discern biases, especially in terms of products. Do they have an interest in XYZ Cloud Storage company? If so, it is important to know early whether XYZ Cloud Storage must be a component in the Content Management Plan.

Departments are different and function differently. I have to identify the critical needs each department has related to CM in order to create a system that works for all. Making a system work for all departments could hinge on different implementations of the same product. It could be buying and implementing different systems that are symbiotic. Regardless of the system, the foundation of policies is the most important component.

Content Management is iterative. There is a no “one and done”. It has to change and evolve as the organization changes and evolves.

Locations and Location

Location has different meanings in the context of Content Management.Where people save their documents, both drives and services (such as cloud storage services) and where employees are located are important to consider.

Consider what people are saving to different locations, especially if they are using tools in different ways. If Finance is saving to Box and the C-Suite does not have access, there needs to be a bridge.

Consider the effects of location on content management

  • What are different sites doing that works/doesn’t work? Learn from people who are in a different office culture
  • Is there informal training going on in different offices that creates trends in use of tools? Could this training be incorporated into overall onboarding?
  • How is culture affecting content management?
  • How is the local language affecting content management
    • different alphabets


  • The Enterprise Content Manager should have an open door policy. It takes people time to get to know the “Boss of Saving and Finding”. If the ECM has an open door policy and really listens when people come in, then s/he will glean a lot of informal information
  • Listening is key. If people don’t think the ECM is listening they will stop talking
  • Build trust by meeting with each group. The first meeting should introduce the enterprise content manager. Later meetings can be centered around CM successes and frustrations. Wish lists and desires cannot be ignored.
  • Survey, survey, survey. I like to survey regularly, but also like to find a pace that does not create survey fatigue. Surveys should be targeted and broad, quick and long as well as department-based. Company-wide surveys should relate to overall policy. Some HR topics are good for company-wide surveys.
  • Be open in your work. Keep people updated via regular news flashes, blog posts or other culturally appropriate method. Make sure readers can provide feedback to these missives. Some word or turn of phrase or topic may spark an idea. It is important to get the thought at the moment the reader thinks it, because making feedback difficult to provide will reduce the number of ideas.
  • Work with a third party moderator/graphic facilitator to lead productive information gathering meetings

There is more where this came from! Contact me for a consultation.

Content Management Plans – the Components

Please read the first post in this series.

A Content Management Plan consists of the following parts:

  • People
  • Culture
  • Systems
  • Process
  • Audit and Control

There are also other considerations and I usually include a summary when I present to a client. The above are the main components. The parts interlock and affect each other, but are also important in and of themselves.

In my work, I like to use the existing data repositories and systems and overlay them with different user interfaces, where possible. This makes for a smoother transition to new processes even knowing that new systems may be coming soon. This idea is based on allowing workflow to continue as uninterrupted as possible. This idea may not be possible or it may be only possible in part or it may be possible as a long term plan. Based on the information gleaned from the process I will outline over a series of posts this idea can adjust and change to become a valuable content management system that works for the organization.

It should also be noted that planning is great, but triage and content crisis management will have to happen simultaneously. Triage consists of calming ruffled feathered and developing interim solutions to facilitate smooth workflow to run the business of the organization while longer term content management issues are resolved and implemented. This element of the process will also provide additional knowledge that will inform the process.

Existing Data Repositories

Many companies have grown up with a fluid approach to content management. Tech companies allow their employees to save content on Box or DropBox or other systems. The policy, if you can call it that, supports other tech companies and allows employees to be comfortable with at least one aspect of their work.

In small companies, this works fine because someone can yell across the room and ask where to find a document. As companies get larger, this doesn’t work as well. Searching these systems isn’t always successful and searching multiple systems, assuming access is granted is time consuming.

I suggest that an information manager or enterprise content manager be brought in early on to begin to build a foundation on which a content management plan can be implemented. Decisions about document lifecycle and versioning can be made not just decided upon by default. Box and DropBox can be connected to a larger system to facilitate searching and findability.

Running the Business

The reality is that most start-ups won’t do this even when they get to 200+ employees. Content Management isn’t their business, funds are often tight. Decisions have to be made. The challenges come to the fore when a company is starting to get its ducks in a row for an IPO. Documents can’t be found, or take a Herculean effort. Nobody knows whether this is the most recent version or if Joe, who left last week kept the most recent version in his DropBox.

What is your content management policy? Content Management has been hijacked by Marketing people and often deals with content creation. There is a whole other layer to which business owners and managers need to pay attention. Information is an asset and should be treated as such.





























Cutting to the Bone Isn’t Enough

I was pleased to see an article about legal engineers recently. I was not pleased that the author thought that IT Department folks were the only ones capable of this type of job.

My latest thought having to do with the sad state of law firms is that law firm management does not understand its assets. This includes technology, everything from the latest innovations in Word to West KM and CaseMap. Law firm management is also behind the times in cataloging its people assets, such as Librarians, information specialists and knowledge managers. Finally, law firm management has created departments such as, eDiscovery and not utilizing them to the fullest.

There are only so many costs to cut before a firm has to become more more efficient. Being innovative is about  understanding the assets and the firm and using them fully. Many management teams see the way through this difficult time as hiring new laterals and cutting costs further.

Firm managers must inventory what they have, people and technology. Then, they have to implement, and I mean fully implementing including training each person on various technologies the firms already own.  Management has to understand that moving tasks better suited, for example, to librarians, and away from attorneys will shift work that is better done by librarians, thus lowering costs and improve capacity. If lawyers aren’t working with clients, their time is being wasted.Of course, this brings up the question of what lawyers enjoy doing. Not all of them enjoy working with clients, which means the partnership structure may need to change.

Clearly the operative word is change. law firms have lowered costs almost as much as they can. Morale among staffers is at an all time low. The only way to stay in business is to inventory assets, implement technology and shift tasks. I would also say that content management is key, so that information created can be found and reused.

While these strategies will take time, they will make the firm more efficient and lower costs.

Content Management Plans

I worked with a client recently on a contract that turned into a project to develop a content management plan. This will be the first in a series of posts about content management plans.

Content has a value in the same way that software or furniture has value. If employees in organizations cannot find the information or content they need to complete tasks critical to the mission of the organization, how much is the content worth? If people have to redo work because they can’t find a template or model, what is the cost of that hidden content? Content, information, data are all assets despite their pseudo-intangible nature. Management needs to understand the value.

A Content Management Plan is used to outline how an organization manages large amounts of information. Any organization that routinely produces large volumes of information is involved in content management[i], whether they have a formal plan or not. It is important keep content up to date and organized as effectively as possible[ii] so that people can find the information they need at the right time. One goal of a content management plan would be to establish repositories where cleared users have easy access to[iii] the information they need. Information can be internal (reports, news, marketing collateral, policies, model documents, etc) and external (books, magazines, commercial databases, other digital materials, etc). Format is immaterial. Content management applies to the entire cycle that information and data must move through in a business environment. This cycle starts with acquisition or creation, moves through editing or updating, publishing, translation or transformation, to archiving and retrieval. Many people may be involved. Creators, editors, technicians, programmers, etc all create content. There are often other departments affected that are not directly responsible for content such as[iv] sales people using marketing collateral created by the Marketing Department or an outside PR firm. In order to get the most value of the organizational content, as a start, lifecycles should be documented and managed.






Pokemon Go Articles and Information

I keep coming across interesting articles about Pokemon Go! There is a lot of grumbling about it, some of which is justified. I think it is amazing in a lot of ways:

  • has great potential for orientation and team building in large companies
  • is getting people out and walking
  • highlighting little known historic places in communities
  • keeps people in their community by augmenting their community with pop culture in which they are interested
  • A lot of people, regardless of age, are engaging int he game. We had a multi-generational discussion about it over family dinner the other night. Even my 90YO MIL knew about it and was interested.

This is not meant to be a comprehensive list; go out and search on your own for the zillion other articles. 😉

Everything Librarians Need To Know About Pokemon Go!

“You’ve seen the Facebook posts. You’ve seen the headlines, you’ve heard about it in conversation, and you may have seen groups of teens and young adults walking around in odd places with smartphones and simultaneously bewildered and overjoyed expressions. But what is is this game? Why is everyone so excited, and how can I use it at my library?”

The above clip is from The Intersect Alert is a newsletter of the Government Relations Committee, San Francisco Bay Region Chapter, Special Libraries Association.


From Andrea at MCI/SLA

Here’s an article about the way some non-profits have incorporated Pokemon Go. 


Bronwyn from Victoria, BC pointed out a Reddit article and says she ” saw this fantastic post [no login required to view link] at the top of the front page. For those unfamiliar with the game; don’t assume that this is a youth-oriented opportunity only. My 20-something and 30-something friends are all over this game and appear to be following it wherever the pokemon lead!”


Austin Gipanski’s article highlights the fitness aspect of technology including Pokemon Go!, but also talking about other digital products such as FitBit, MyFitnessPal as well as Employee Wellness Programs. He talks about the motivations of getting moving and how TV fits in.


ResearchBuzz’s Tara says “I really am trying to keep the Pokestuff to a minimum, but I thought it was fascinating that Delaware State Parks was so fast off the mark that it’s already launched a Pokemon Go contest. “On Monday, the Division of Parks and Recreation launched ‘Poké Park Adventure,’ a contest for Pokémon trainers of all ages. To win, players must take a screenshot of their avatar in one of Delaware’s state parks, and then take screenshots of each Poké Stop that they visit. Then, players must upload the screenshot to social media and use the hashtag #pokeparkde.” “(ResearchBuzz, 7-21-2016)