An intrapreneurial approach to integrating information production services into an academic medical center library By Henry L. Lemkau, Jr., M.L.S. Director and Chairman
Suzetta Burrows, M.S. Vice-Chairman and Director of Regional Programs Frederic Stolz, B.A. Director of Biomedical Communications
University of Miami School of Medicine Department of the Library and Biomedical Communications P.O. Box 016950 Miami, Florida 33101
The many challenges faced by health sciences libraries of all types and sizes often require innovative solutions. When an innovative solution involves calculated risk taking, the approach is called intrapreneurial. At the University of Miami School of Medicine, an intrapreneurial approach solved the fiscal problems of the biomedical communications unit. The Louis Calder Memorial Library inherited these problems when the Department of the Library and Biomedical Communications was created in the early 1980s. In this paper, two intrapreneurial programs are described, and the benefit and suitability of this management style to information services are demonstrated.
INTRODUCTION During the past two decades, there has been increasing evidence of concrete links between academic health sciences libraries and biomedical communications departments at the nation's medical schools. The links are both physical and administrative: sharing of physical facilities built to house both the library and biomedical communications; administrative and physical shifts to the library of biomedical communications units, such as audiovisual services and television; and complete mergers that create a single administrative unit, which functions as a central resource of health sciences information in all formats. There are two main reasons for these links: medical school administrators recognize the programmatic homogeneity of the two units, and centralized information support services have many real and potential economic benefits. Libraries and biomedical communications units provide information in support of all research, patient care, education, and administrative programs and activities of the academic health Bull Med Libr Assoc 79(3) July 1991
sciences center; both have functions that overlap and complement the other. The library's role is to acquire, organize, store, and disseminate information in print and nonprint formats. The role of biomedical communications is to produce in the desired nonprint
The library's role is to acquire, organize, store, and disseminate information in print and nonprint formats. The role of biomedical communications is to produce in the desired nonprint format information the library does not own or cannot acquire, and to provide projectionists and equipment to support the center's audiovisual needs. format information the library does not own or cannot acquire, and to provide projectionists and equipment to support the center's audiovisual needs. Both units have administrative staffs and functions in common, and immediate savings can be realized from 271
Lemkau et al.
merging and centralizing these staffs and functions. Perhaps most important, the units have expertise in diverse information specialties that, when brought together into one department in a decade of major technological advances, can trigger innovative new programs to achieve existing goals.
Intrapreneurship In the recent management literature, intrapreneurship is the term used to describe an integrated approach to innovation within an organization to achieve goals [1-3]. Intrapreneurs create a structure and environment within an organization that welcome and encourage innovation. Intrapreneurs rely heavily on innovation for success and are willing to assume the risks involved. Although organizations such as libraries are not traditionally expected to take risks, White, in "Entrepreneurship and the Library Profession," concluded that calculated, moderate risk taking in search of improvement and change must be the strategy of the dynamic librarian of the 1980s, in light of the crisis to be faced. No profession "has a greater need for this newly-termed intrapreneur than librarianship" [4]. Although entrepreneurs function independently and intrapreneurs do not, they have many similar attributes [5]. Of the entrepreneurial attributes described by Vesper in the classic 1980 work, the following terms apply to intrapreneurs: team builders, pattern multipliers, economy of scale exploiters, and acquirers [6]. Both entrepreneurs and intrapreneurs are motivated by solving problems, effecting change, innovating, increasing productivity, and achieving goals. Both focus on results, not activity. Entrepreneurs and intrapreneurs are ambitious, competitive, independent, and individualistic. Both believe in themselves and their own competence regardless of
Entrepreneurs and intrapreneurs are ambitious, competitive, independent, and individualistic. Both believe in themselves and their own competence regardless of the ideas of others. Intrapreneurs question the status quo of the organization in which they function and are frustrated more than others by bureaucratic systems. the ideas of others. Intrapreneurs question the status quo of the organization in which they function and are frustrated more than others by bureaucratic systems. While entrepreneurs provide their own settings, intrapreneurs operate within the structural and procedural constraints of an established organization 272
and are considered to have the more difficult job. Although the organization, and not the individual, bears ultimate responsibility when the risk taken is financial, the intrapreneur must seek sponsorship for new ventures, frequently in the face of criticism or resistance. The behavioral style of the intrapreneur is, therefore, critical to success. To be successful, intrapreneurs also require an environment that contains individuals with self-generating enthusiasm and excitement in the product or service; knowledge of key skills, markets, and trends; a willingness to take calculated risks and address the negative effects of risk taking; a high degree of determination and concentration; and a tenacious use of energy toward goals. Outside sources of advice and support and a simple but sensible plan are also essential. The intrapreneurial environment avoids bureaucratic barriers and provides a high level of autonomy to staff. If staff members are willing to try, they are given a chance to win, with training and resources provided. The focus is on results, teamwork, flexibility, and change. Innovation leading to increased productivity and added value is fostered and rewarded. Mistakes are viewed not only as learning experiences, but as mandates to redefine objectives in terms that can be achieved. Mistakes are, therefore, not only tolerated, but may even be rewarded. In an integrated approach to intrapreneurship, five fundamental goals guide an organization's objectives: to expand and protect the organization's position in its market; to develop and implement cost-effective and innovative production, marketing, and distribution methods; to enhance existing products and services; to enlarge the customer base by developing new products and services; and to design a corporate system and culture that foster corporate entrepreneurship [7]. In the library world, opportunities for an integrated approach to innovation come from unexpected successes or failures, new knowledge, and new technology. In this paper, the authors describe the merger of the library and biomedical communications departments at the University of Miami School of Medicine and two intrapreneurial ventures undertaken to solve the problems that precipitated the merger. The suitability of intrapreneurship as a managerial approach to information support services is demonstrated and documented. DEPARTMENT OF THE LIBRARY AND BIOMEDICAL COMMUNICATIONS At the University of Miami School of Medicine, one of the first academic medical centers to merge its library and biomedical communications departments into one academic unit, an opportunity for innovation came unexpectedly from a failure. Prior to the merger in 1980, the biomedical communications unit Bull Med Libr Assoc 79(3) July 1991
Intrapreneurial approach
had been running significant deficits for many years. In fiscal year 1979/80, the deficit had soared to more than $90,000. The merger of the biomedical communications unit with the library was the school's last attempt to save the unit's programs. The strongest arguments against eliminating the unit and contracting outside the medical center for services were the high volume of services rendered to faculty and staff, the high costs of these services from outside vendors, and the lack of some highly customized services from local vendors, such as X-ray duplication, photomicrography, and medical art. The library's challenges were ever-increasing expenses (primarily salaries), static income levels, and faculty demands for higher quality, faster, and lowerpriced services. By 1987/88, after the merger, a 20% increase in services was achieved with 33% fewer staff, the quality of services had improved dramatically, and the deficit was eliminated. The creation of an intrapreneurial structure in the Department of the Library and Biomedical Communications and an integrated intrapreneurial approach by all faculty and staff were effective solutions to the challenges. Prior to the merger, the directors of the library and biomedical communications reported to the dean of the School of Medicine, and both were responsible for traditional administrative duties: budget preparation and control, personnel affairs, planning and reports, and public and community relations. Following the merger, one academic department became responsible for information production, storage, and
Following the merger, one academic department became responsible for information production, storage, and retrieval. The library director serves as chairman and the deputy director serves as vicechairman of the Department of the Library and Biomedical Communications. retrieval. The library director serves as chairman and the deputy director serves as vice-chairman of the Department of the Library and Biomedical Communications. The director of biomedical communications and three associate directors of the library report to the vice-chairman and the chairman, who reports to the dean. The traditional administrative duties for all information functions were centralized in library administration. Biomedical communications, a service center, gained a broader political base and related more effectively to its user population through an academic department, its faculty, and its committees. While planning continues to physically unite the department in an expanded library building, the proBull Med Libr Assoc 79(3) July 1991
jectionist and equipment services of biomedical communications were seen as storage and dissemination functions and were transferred to the library's Learning Resources Center in 1980.
INTRAPRENEURSHIP Following the merger, the director of biomedical communications was given a high level of autonomy and charged with an intrapreneurial approach. During the first several years, prices of individual services to clients were increased, and cost-effective methods of improving service quality were implemented. Four positions were eliminated, one position was relocated in library administration, and the productivity of remaining staff was increased. In addition to these changes, two ventures were initiated as a direct result of the merger. The two new programs were marketing videotapes outside the medical center and networking high resolution computerized graphics to the medical center campus, the university, and the south Florida community. Both programs relied on the combined expertise of information production and dissemination personnel, and were successful intrapreneurial approaches to the administrative problems in biomedical communications which precipitated the merger.
Marketing videotapes The library decided to market videotapes nationally and internationally. The idea for this new venture came from a community member during a demonstration of the production capabilities of the new department given by the library director. The decision was based on the marriage of the library's new knowledge of information production with existing knowledge of how audiovisuals are marketed commercially and selected by libraries and other customers. As one department, the library reversed its usual selection and acquisition processes, and biomedical communications duplicated and distributed videotapes for sale for the first time. Together with biomedical communications, previously produced programs were reviewed. The library determined the projected marketability of both the topics and the physician audience for whom the videotapes were originally produced. AVLINE® * and other sources of audiovisual materials were searched to determine the existing market. Tapes selected for marketing were copyrighted and sent to the National Library of Medicine to be included in the AVLINE database. The library and biomedical communica* AVLINE is a registered trademark of the National Library of Medicine.
273
Lemkau et al.
tions procured endorsements from relevant professional associations and obtained both continuing medical education credit and continuing education units from the school's Division of Continuing Medical Education. The library and biomedical communications met with the university lawyers to develop liability releases and copyright protection statements, and with medical school administration to negotiate disbursements of anticipated net income. The library scripted the flyers, ads, and promotional releases for the productions and made printing arrangements. Graphic artists in biomedical communications created artwork for the flyers and ads. The library identified sources for mailing labels, targeted and procured labels for potential market segments, and arranged mailings. The library identified and contacted journals that advertise, announce, and review audiovisuals; arranged with dealers to market the productions internationally; and exhibited the videotapes at relevant professional meetings. Biomedical communications bore full responsibility for receiving and fulfilling requests to preview and purchase the tapes, including product distribution and all accounting measures. More than 323 orders for two videotape titles were filled over a three-year period. Income from the library's fee-based services was used to fund the upfront printing and mailing costs of the marketing effort, about $11,000 for each title. These and all distribution costs were recovered before net proceeds were disbursed to biomedical communications and the departments that originally funded the productions. The $85,000 in proceeds realized from the marketing effort contributed significantly to eliminating the deficit and generating the first budgetary credit ever realized by biomedical communications. Sharing this goal programmatically united the library and biomedical communications faculty and staff. Successfully realizing the goal validated the intrapreneurial approach and administratively united the department.
Networking computerized graphics Networking computerized graphics, the department's second intrapreneurial venture, also represented an integrated approach to innovation. The University of Miami School of Medicine was a pioneer in networking the Management Graphics, Inc. (MGI) Trimaster Slide Making System, in place at many academic medical centers throughout the country. A networking component is available in addition to the excellent in-house production capabilities of this system. With this component, the scientific community can create computerized graphics on microcomputers and transmit them to the MGI computer in biomedical communications via modem or local 274
area network for high resolution imaging as 35-mm slides, overhead transparencies, and positive prints.
The scientific community can create computerized graphics on microcomputers and transmit them to the MGI computer in biomedical communications via modem or local area network for high resolution imaging as 35-mm slides, overhead transparencies, and positive prints. The library and biomedical communications determined that a high resolution computerized graphics system with networking capabilities was needed. Faculty were demanding higher quality services delivered faster at lower rates than could be provided with the manual system in place or with microcomputerbased graphics programs. Biomedical communications developed system specifications; identified a system that met these specifications; and bore full responsibility for installing, training, implementing, and pricing the MGI system. The system consists of two DEC PDP 11/73 minicomputers and software programs. The system automatically accepts graph data transmitted by modem and prices and prints invoices, all without operator assistance. The system significantly increased slide production capacity by offering eight separate clients simultaneous access to the system without interfering with in-house production services. The library selected the lease-purchase option instead of purchasing the system outright for $174,000, and bore responsibility for this choice. Although the total lease-purchase price over five years amounted to $76,000 more than the outright purchase price, $174,000 was not available to purchase the system. With income from gifts and fee-based services, the library paid the first ten months of the five-year leasepurchase option and, again, assumed the financial risk of a new venture. Biomedical communications had previously determined that, following full implementation of the system, anticipated income from services would cover the $4,350 monthly costs of the lease-purchase option. This intrapreneurial approach required only a moderate outlay of funds and permitted income generated from services to fund most of the system costs. The library and biomedical communications together mounted a promotional effort for the system. Demos were given to medical school and university administrators, department chairmen, the Medical Library Committee, and individual faculty. Written descriptions and updates appeared in Calder Communications, the department's newsletter, which is sent to Bull Med Libr Assoc 79(3) July 1991
Intrapreneurial approach faculty and community institutions. Sample slides were included in routine mailings to the library's community network of forty-two institutions and corporations. Remote terminals were placed in the library and the faculty development lab. The system was acquired in June 1987, and in-house production became fully operational in January 1988. By April 1988 the networking component was operational, and income from services was sufficient for biomedical communications to assume responsibility for the monthly lease-purchase fee. By the end of the fiscal year 1988/89, income from CLASSNET, the Clinical Arts Service System Network, exceeded $70,000. During 1989/90, more than $100,000 was realized from in-house and networking operations. It is anticipated that income will continue to increase and that a net profit will be realized before the completion of the five-year lease-purchase contract. An integrated, intrapreneurial approach solved the department's graphics and slide-making problems, made high quality services available without any fiscal responsibilities of medical school administration, and created a second information production venture to join the library's information retrieval and dissemination services as direct-cost, net-profit programs.
An integrated, intrapreneurial approach solved the department's graphics and slide-making problems, made high quality services available without any fiscal responsibilities of medical school administration, and created a second information production venture to join the library's information retrieval and dissemination services as direct-cost, net-profit programs. SUMMARY AND CONCLUSIONS The managerial style and environment of the Department of the Library and Biomedical Communications at the University of Miami School of Medicine during the 1980s can be characterized as intrapreneurial. There is an integrated approach to innova-
Bull Med Libr Assoc 79(3) July 1991
tion involving calculated, moderate risk taking. The entrepreneurial attributes of acquirers and team builders are present, and the environment contains self-generating excitement in both process and product, knowledge of key skills, sources for advice, a high degree of determination and energy toward goals, and simple plans. Departmental faculty and staff have a high level of autonomy and personally experience the effects of risk taking-both positive and negative; they are rewarded for both courage and success. The focus is on innovation and results, and bureaucratic barriers are minimal. Opportunities for innovation have come from using new knowledge and technologies, expanding successful programs, and salvaging unsuccessful ones. Intrapreneurial efforts related to information retrieval and dissemination have been previously described [8]. In this paper, the intrapreneurial efforts related to the information production services of the library's Division of Biomedical Communications are reviewed, demonstrating that intrapreneurship is an effective managerial style and problem-solving technique for information support units.
REFERENCES 1. PINCHET G. Intrapreneuring. New York: Harper & Row, 1985. 2. Intrapreneurial excellence. New York: American Management Association, 1986. 3. DRUCKER PF. Innovation and entrepreneurship. New York: Harper & Row, 1985. 4. WHnm HS. Entrepreneurship and the library profession. J Libr Admin 1987 Spring;8(1):15. 5. LucHsINGER V, BAGBY DR. Entrepreneurship and intrapreneurship: behaviors, comparisons, and contrasts. SAM Adv Manag J 1987 Summer;52(3):10-3. 6. VEsPER C. New venture strategies. Englewood Cliffs, NJ:
Prentice-Hall, 1980. 7. HUBBARD RD. Entrepreneurship in a mature industry: AFG's integrated approach. J Bus Strat 1986 Winter;6(3): 84-7. 8. WiLLIAMs T, LEMKAu HL JR, BuRRows S. The economics of academic health sciences libraries: cost recovery in the era of big science. Bull Med Libr Assoc 1988 Oct;76(4):317-
22.
Received June 1990; accepted August 1990
275
Suzetta Burrows, M.S. Vice-Chairman and Director of Regional Programs Frederic Stolz, B.A. Director of Biomedical Communications
University of Miami School of Medicine Department of the Library and Biomedical Communications P.O. Box 016950 Miami, Florida 33101
The many challenges faced by health sciences libraries of all types and sizes often require innovative solutions. When an innovative solution involves calculated risk taking, the approach is called intrapreneurial. At the University of Miami School of Medicine, an intrapreneurial approach solved the fiscal problems of the biomedical communications unit. The Louis Calder Memorial Library inherited these problems when the Department of the Library and Biomedical Communications was created in the early 1980s. In this paper, two intrapreneurial programs are described, and the benefit and suitability of this management style to information services are demonstrated.
INTRODUCTION During the past two decades, there has been increasing evidence of concrete links between academic health sciences libraries and biomedical communications departments at the nation's medical schools. The links are both physical and administrative: sharing of physical facilities built to house both the library and biomedical communications; administrative and physical shifts to the library of biomedical communications units, such as audiovisual services and television; and complete mergers that create a single administrative unit, which functions as a central resource of health sciences information in all formats. There are two main reasons for these links: medical school administrators recognize the programmatic homogeneity of the two units, and centralized information support services have many real and potential economic benefits. Libraries and biomedical communications units provide information in support of all research, patient care, education, and administrative programs and activities of the academic health Bull Med Libr Assoc 79(3) July 1991
sciences center; both have functions that overlap and complement the other. The library's role is to acquire, organize, store, and disseminate information in print and nonprint formats. The role of biomedical communications is to produce in the desired nonprint
The library's role is to acquire, organize, store, and disseminate information in print and nonprint formats. The role of biomedical communications is to produce in the desired nonprint format information the library does not own or cannot acquire, and to provide projectionists and equipment to support the center's audiovisual needs. format information the library does not own or cannot acquire, and to provide projectionists and equipment to support the center's audiovisual needs. Both units have administrative staffs and functions in common, and immediate savings can be realized from 271
Lemkau et al.
merging and centralizing these staffs and functions. Perhaps most important, the units have expertise in diverse information specialties that, when brought together into one department in a decade of major technological advances, can trigger innovative new programs to achieve existing goals.
Intrapreneurship In the recent management literature, intrapreneurship is the term used to describe an integrated approach to innovation within an organization to achieve goals [1-3]. Intrapreneurs create a structure and environment within an organization that welcome and encourage innovation. Intrapreneurs rely heavily on innovation for success and are willing to assume the risks involved. Although organizations such as libraries are not traditionally expected to take risks, White, in "Entrepreneurship and the Library Profession," concluded that calculated, moderate risk taking in search of improvement and change must be the strategy of the dynamic librarian of the 1980s, in light of the crisis to be faced. No profession "has a greater need for this newly-termed intrapreneur than librarianship" [4]. Although entrepreneurs function independently and intrapreneurs do not, they have many similar attributes [5]. Of the entrepreneurial attributes described by Vesper in the classic 1980 work, the following terms apply to intrapreneurs: team builders, pattern multipliers, economy of scale exploiters, and acquirers [6]. Both entrepreneurs and intrapreneurs are motivated by solving problems, effecting change, innovating, increasing productivity, and achieving goals. Both focus on results, not activity. Entrepreneurs and intrapreneurs are ambitious, competitive, independent, and individualistic. Both believe in themselves and their own competence regardless of
Entrepreneurs and intrapreneurs are ambitious, competitive, independent, and individualistic. Both believe in themselves and their own competence regardless of the ideas of others. Intrapreneurs question the status quo of the organization in which they function and are frustrated more than others by bureaucratic systems. the ideas of others. Intrapreneurs question the status quo of the organization in which they function and are frustrated more than others by bureaucratic systems. While entrepreneurs provide their own settings, intrapreneurs operate within the structural and procedural constraints of an established organization 272
and are considered to have the more difficult job. Although the organization, and not the individual, bears ultimate responsibility when the risk taken is financial, the intrapreneur must seek sponsorship for new ventures, frequently in the face of criticism or resistance. The behavioral style of the intrapreneur is, therefore, critical to success. To be successful, intrapreneurs also require an environment that contains individuals with self-generating enthusiasm and excitement in the product or service; knowledge of key skills, markets, and trends; a willingness to take calculated risks and address the negative effects of risk taking; a high degree of determination and concentration; and a tenacious use of energy toward goals. Outside sources of advice and support and a simple but sensible plan are also essential. The intrapreneurial environment avoids bureaucratic barriers and provides a high level of autonomy to staff. If staff members are willing to try, they are given a chance to win, with training and resources provided. The focus is on results, teamwork, flexibility, and change. Innovation leading to increased productivity and added value is fostered and rewarded. Mistakes are viewed not only as learning experiences, but as mandates to redefine objectives in terms that can be achieved. Mistakes are, therefore, not only tolerated, but may even be rewarded. In an integrated approach to intrapreneurship, five fundamental goals guide an organization's objectives: to expand and protect the organization's position in its market; to develop and implement cost-effective and innovative production, marketing, and distribution methods; to enhance existing products and services; to enlarge the customer base by developing new products and services; and to design a corporate system and culture that foster corporate entrepreneurship [7]. In the library world, opportunities for an integrated approach to innovation come from unexpected successes or failures, new knowledge, and new technology. In this paper, the authors describe the merger of the library and biomedical communications departments at the University of Miami School of Medicine and two intrapreneurial ventures undertaken to solve the problems that precipitated the merger. The suitability of intrapreneurship as a managerial approach to information support services is demonstrated and documented. DEPARTMENT OF THE LIBRARY AND BIOMEDICAL COMMUNICATIONS At the University of Miami School of Medicine, one of the first academic medical centers to merge its library and biomedical communications departments into one academic unit, an opportunity for innovation came unexpectedly from a failure. Prior to the merger in 1980, the biomedical communications unit Bull Med Libr Assoc 79(3) July 1991
Intrapreneurial approach
had been running significant deficits for many years. In fiscal year 1979/80, the deficit had soared to more than $90,000. The merger of the biomedical communications unit with the library was the school's last attempt to save the unit's programs. The strongest arguments against eliminating the unit and contracting outside the medical center for services were the high volume of services rendered to faculty and staff, the high costs of these services from outside vendors, and the lack of some highly customized services from local vendors, such as X-ray duplication, photomicrography, and medical art. The library's challenges were ever-increasing expenses (primarily salaries), static income levels, and faculty demands for higher quality, faster, and lowerpriced services. By 1987/88, after the merger, a 20% increase in services was achieved with 33% fewer staff, the quality of services had improved dramatically, and the deficit was eliminated. The creation of an intrapreneurial structure in the Department of the Library and Biomedical Communications and an integrated intrapreneurial approach by all faculty and staff were effective solutions to the challenges. Prior to the merger, the directors of the library and biomedical communications reported to the dean of the School of Medicine, and both were responsible for traditional administrative duties: budget preparation and control, personnel affairs, planning and reports, and public and community relations. Following the merger, one academic department became responsible for information production, storage, and
Following the merger, one academic department became responsible for information production, storage, and retrieval. The library director serves as chairman and the deputy director serves as vicechairman of the Department of the Library and Biomedical Communications. retrieval. The library director serves as chairman and the deputy director serves as vice-chairman of the Department of the Library and Biomedical Communications. The director of biomedical communications and three associate directors of the library report to the vice-chairman and the chairman, who reports to the dean. The traditional administrative duties for all information functions were centralized in library administration. Biomedical communications, a service center, gained a broader political base and related more effectively to its user population through an academic department, its faculty, and its committees. While planning continues to physically unite the department in an expanded library building, the proBull Med Libr Assoc 79(3) July 1991
jectionist and equipment services of biomedical communications were seen as storage and dissemination functions and were transferred to the library's Learning Resources Center in 1980.
INTRAPRENEURSHIP Following the merger, the director of biomedical communications was given a high level of autonomy and charged with an intrapreneurial approach. During the first several years, prices of individual services to clients were increased, and cost-effective methods of improving service quality were implemented. Four positions were eliminated, one position was relocated in library administration, and the productivity of remaining staff was increased. In addition to these changes, two ventures were initiated as a direct result of the merger. The two new programs were marketing videotapes outside the medical center and networking high resolution computerized graphics to the medical center campus, the university, and the south Florida community. Both programs relied on the combined expertise of information production and dissemination personnel, and were successful intrapreneurial approaches to the administrative problems in biomedical communications which precipitated the merger.
Marketing videotapes The library decided to market videotapes nationally and internationally. The idea for this new venture came from a community member during a demonstration of the production capabilities of the new department given by the library director. The decision was based on the marriage of the library's new knowledge of information production with existing knowledge of how audiovisuals are marketed commercially and selected by libraries and other customers. As one department, the library reversed its usual selection and acquisition processes, and biomedical communications duplicated and distributed videotapes for sale for the first time. Together with biomedical communications, previously produced programs were reviewed. The library determined the projected marketability of both the topics and the physician audience for whom the videotapes were originally produced. AVLINE® * and other sources of audiovisual materials were searched to determine the existing market. Tapes selected for marketing were copyrighted and sent to the National Library of Medicine to be included in the AVLINE database. The library and biomedical communica* AVLINE is a registered trademark of the National Library of Medicine.
273
Lemkau et al.
tions procured endorsements from relevant professional associations and obtained both continuing medical education credit and continuing education units from the school's Division of Continuing Medical Education. The library and biomedical communications met with the university lawyers to develop liability releases and copyright protection statements, and with medical school administration to negotiate disbursements of anticipated net income. The library scripted the flyers, ads, and promotional releases for the productions and made printing arrangements. Graphic artists in biomedical communications created artwork for the flyers and ads. The library identified sources for mailing labels, targeted and procured labels for potential market segments, and arranged mailings. The library identified and contacted journals that advertise, announce, and review audiovisuals; arranged with dealers to market the productions internationally; and exhibited the videotapes at relevant professional meetings. Biomedical communications bore full responsibility for receiving and fulfilling requests to preview and purchase the tapes, including product distribution and all accounting measures. More than 323 orders for two videotape titles were filled over a three-year period. Income from the library's fee-based services was used to fund the upfront printing and mailing costs of the marketing effort, about $11,000 for each title. These and all distribution costs were recovered before net proceeds were disbursed to biomedical communications and the departments that originally funded the productions. The $85,000 in proceeds realized from the marketing effort contributed significantly to eliminating the deficit and generating the first budgetary credit ever realized by biomedical communications. Sharing this goal programmatically united the library and biomedical communications faculty and staff. Successfully realizing the goal validated the intrapreneurial approach and administratively united the department.
Networking computerized graphics Networking computerized graphics, the department's second intrapreneurial venture, also represented an integrated approach to innovation. The University of Miami School of Medicine was a pioneer in networking the Management Graphics, Inc. (MGI) Trimaster Slide Making System, in place at many academic medical centers throughout the country. A networking component is available in addition to the excellent in-house production capabilities of this system. With this component, the scientific community can create computerized graphics on microcomputers and transmit them to the MGI computer in biomedical communications via modem or local 274
area network for high resolution imaging as 35-mm slides, overhead transparencies, and positive prints.
The scientific community can create computerized graphics on microcomputers and transmit them to the MGI computer in biomedical communications via modem or local area network for high resolution imaging as 35-mm slides, overhead transparencies, and positive prints. The library and biomedical communications determined that a high resolution computerized graphics system with networking capabilities was needed. Faculty were demanding higher quality services delivered faster at lower rates than could be provided with the manual system in place or with microcomputerbased graphics programs. Biomedical communications developed system specifications; identified a system that met these specifications; and bore full responsibility for installing, training, implementing, and pricing the MGI system. The system consists of two DEC PDP 11/73 minicomputers and software programs. The system automatically accepts graph data transmitted by modem and prices and prints invoices, all without operator assistance. The system significantly increased slide production capacity by offering eight separate clients simultaneous access to the system without interfering with in-house production services. The library selected the lease-purchase option instead of purchasing the system outright for $174,000, and bore responsibility for this choice. Although the total lease-purchase price over five years amounted to $76,000 more than the outright purchase price, $174,000 was not available to purchase the system. With income from gifts and fee-based services, the library paid the first ten months of the five-year leasepurchase option and, again, assumed the financial risk of a new venture. Biomedical communications had previously determined that, following full implementation of the system, anticipated income from services would cover the $4,350 monthly costs of the lease-purchase option. This intrapreneurial approach required only a moderate outlay of funds and permitted income generated from services to fund most of the system costs. The library and biomedical communications together mounted a promotional effort for the system. Demos were given to medical school and university administrators, department chairmen, the Medical Library Committee, and individual faculty. Written descriptions and updates appeared in Calder Communications, the department's newsletter, which is sent to Bull Med Libr Assoc 79(3) July 1991
Intrapreneurial approach faculty and community institutions. Sample slides were included in routine mailings to the library's community network of forty-two institutions and corporations. Remote terminals were placed in the library and the faculty development lab. The system was acquired in June 1987, and in-house production became fully operational in January 1988. By April 1988 the networking component was operational, and income from services was sufficient for biomedical communications to assume responsibility for the monthly lease-purchase fee. By the end of the fiscal year 1988/89, income from CLASSNET, the Clinical Arts Service System Network, exceeded $70,000. During 1989/90, more than $100,000 was realized from in-house and networking operations. It is anticipated that income will continue to increase and that a net profit will be realized before the completion of the five-year lease-purchase contract. An integrated, intrapreneurial approach solved the department's graphics and slide-making problems, made high quality services available without any fiscal responsibilities of medical school administration, and created a second information production venture to join the library's information retrieval and dissemination services as direct-cost, net-profit programs.
An integrated, intrapreneurial approach solved the department's graphics and slide-making problems, made high quality services available without any fiscal responsibilities of medical school administration, and created a second information production venture to join the library's information retrieval and dissemination services as direct-cost, net-profit programs. SUMMARY AND CONCLUSIONS The managerial style and environment of the Department of the Library and Biomedical Communications at the University of Miami School of Medicine during the 1980s can be characterized as intrapreneurial. There is an integrated approach to innova-
Bull Med Libr Assoc 79(3) July 1991
tion involving calculated, moderate risk taking. The entrepreneurial attributes of acquirers and team builders are present, and the environment contains self-generating excitement in both process and product, knowledge of key skills, sources for advice, a high degree of determination and energy toward goals, and simple plans. Departmental faculty and staff have a high level of autonomy and personally experience the effects of risk taking-both positive and negative; they are rewarded for both courage and success. The focus is on innovation and results, and bureaucratic barriers are minimal. Opportunities for innovation have come from using new knowledge and technologies, expanding successful programs, and salvaging unsuccessful ones. Intrapreneurial efforts related to information retrieval and dissemination have been previously described [8]. In this paper, the intrapreneurial efforts related to the information production services of the library's Division of Biomedical Communications are reviewed, demonstrating that intrapreneurship is an effective managerial style and problem-solving technique for information support units.
REFERENCES 1. PINCHET G. Intrapreneuring. New York: Harper & Row, 1985. 2. Intrapreneurial excellence. New York: American Management Association, 1986. 3. DRUCKER PF. Innovation and entrepreneurship. New York: Harper & Row, 1985. 4. WHnm HS. Entrepreneurship and the library profession. J Libr Admin 1987 Spring;8(1):15. 5. LucHsINGER V, BAGBY DR. Entrepreneurship and intrapreneurship: behaviors, comparisons, and contrasts. SAM Adv Manag J 1987 Summer;52(3):10-3. 6. VEsPER C. New venture strategies. Englewood Cliffs, NJ:
Prentice-Hall, 1980. 7. HUBBARD RD. Entrepreneurship in a mature industry: AFG's integrated approach. J Bus Strat 1986 Winter;6(3): 84-7. 8. WiLLIAMs T, LEMKAu HL JR, BuRRows S. The economics of academic health sciences libraries: cost recovery in the era of big science. Bull Med Libr Assoc 1988 Oct;76(4):317-
22.
Received June 1990; accepted August 1990
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