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  "documentTitle": "Deloitte Iowa Efficiency Transformation",
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      "text": "The client leadership estimated that the Library was outspending peer academic research libraries by 20%, mainly on administrative processes.",
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      "text": "Related Key Capabilities\n- Organizational and Operational Assessment\n- Cost Reduction Opportunities\n- Business Case Development\n- Implementation Roadmap",
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      "text": "Key Objectives Achieved\nThis change affected over 900 Library employees and touched every school and department across the University. As part of this project, Deloitte Consulting created business cases for improvement opportunities and strategic projects, and a corresponding implementation roadmap, designed the future Shared Services operating model and the IT operating model, assisted with detailed organizational design, and supported the transition to the new Library organization. Specific focus areas included Shared Services, Strategy, IT, and PMO. As a result of this project, the Library:\n- Unified 73 libraries into 'One Library' and conducted a successful implementation\n- Developed new Library Shared Services and Library IT operating models that are clear and flexible, and that prepare the client to stay ahead of emerging technologies\n- Gained commitment to strategic projects to support innovation, digital scholarship, open access and next-gen technologies",
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      "text": "Scope of Engagement and Approach\n- Designed and implemented a Shared Services model for the Library's access services, technical services, and conservation, preservation and digitization services\n- Supported the senior associate provost in developing and implementing the Library strategy\n- Supported the client's CIO to identify the technology supports and design an implementation roadmap for the new Library organization\n- Designed and implemented a Project Management Office to manage the ongoing transition",
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      "text": "Challenge\nThe Harvard University Library system has billions of dollars in assets and an unparalleled collection of physical and virtual materials that help to establish the client as a top choice for faculty, researchers and students from around the world. However, the client's vast collection is often difficult for scholars to access, and the Library increasingly struggles to effectively support innovation and collaboration as research and teaching became more interdisciplinary. This creates competitive pressures and threatens the University's ability to attract top talent.\nAt the time of the engagement, the Library was composed of more than 70 individual libraries, each operating autonomously. This decentralization led to disjointed decision making, fragmented processes and technologies, limited aggregate buying power, and minimal collaboration with peer institutions. Moreover, the client leadership estimated that the Library was outspending peer academic research libraries by 20%, mainly on administrative processes.",
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      "text": "The Client\nHarvard University is a private Ivy League research university in Cambridge, Massachusetts. Established in 1636, the University has the largest endowment in the US reaching close to $30B in 2012. Over 7,200 students attend the University which contains 2,100 faculty members. The University library system contains one of the largest and most important collections in the world, totaling over 16 million volumes. The library system consists of 73 libraries, serving the entire undergraduate and graduate communities, as well as University faculty and numerous visiting scholars.",
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      "text": "Library Transition and IT Transformation: Harvard University",
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