Three things librarians can teach you about digital transformation

Paola Marchionni, head of engagement at Jisc, reflects on insights from library leaders and explains why academic libraries deserve a seat at the table in institutional digital transformation

As the UK higher education sector navigates rapid technological change and financial challenges, digital transformation is a term you will hear often across university estates. However, one perspective you’ll hear less about in discussions outside of library circles is that of academic libraries. Here, Paola Marchionni, head of engagement at Jisc, reflects on insights from library leaders and explains why academic libraries deserve a seat at the table in institutional digital transformation. She also reveals three things librarians can teach you about digital transformation.

Academic libraries have been progressing digital transformation for decades. Back in the early 1990s they were key partners in the delivery of the Jisc electronic library (eLib) programme. Since then, libraries have led the way in many of the areas we now take for granted, such as access to digital resources (including books and journals), research support through repositories, provision of online learning environments, discovery systems, physical and digital spaces, and skills development, to name just a few.

However, libraries have told us that, despite being at the cross-section of many institutional functions and processes, their roles and expertise are not always as visible, understood or recognised across the whole organisation. This means that libraries don’t always occupy a “seat at the table” when it comes to institution-wide digital transformation conversations.

At Jisc’s Digifest 2026 I had the pleasure of hosting a panel session and live podcast with library leaders taking part in the Jisc digital transformation library lens pilot programme, who shared their insights on what digital transformation means to them.

Prioritising the digital and the human

One thing that emerged quickly and clearly from our conversation was that digital transformation has less to do with technology or tools and more to do with people.

Kay Grieves, deputy director learning, teaching and research (student and library services) at Teesside University, spoke about how digital transformation is more about cultural change and people. The university has ambitious plans for future-facing learning and widening participation, and the library is ideally positioned, within a converged service, to support the curriculum and students. A key aspiration of the library is instilling confidence and curiosity in experimentation and exploration of new technologies, including getting “all the worries out in the open”, as in the case of AI, thus supporting open debate with staff and students.

George Macgregor, assistant director – digital library at the University of Glasgow, echoed the importance of not underestimating the human element when it comes to large systems implementation. He highlighted the need to understand complex digital and cultural interconnections and identified that changing systems has an impact and ripple effect on cultural practices of both staff and patrons.

After a period of intense change at Buckinghamshire New University (BNU), Rachel Scott Halls, director of library and archives, is also focusing on the human side of digital transformation. Embedding it culturally is the first step to position the library centrally within the institution as it takes on new areas of responsibility covering many touchpoints with other parts of the business.

As the conversation progressed, and we delved deeper into examples of leading through complexity during digital transformation, the speakers shared some useful approaches to help library leaders face challenges with energy, purpose and determination.

“There’s nothing to fear but fear itself”

This is all about confidence. George Macgregor talked about being prepared to “seize the digital disruption” when referring to the replacement of technical systems, and the importance of regularly reviewing and making decisions, avoiding languishing systems and the burdensome consequences of “socio-technical debt”.

But this is equally applicable in the wider context, and library staff feeling confident to lead in areas where they have expertise, build skills and capacity where there are gaps, and contribute to shaping institutional priorities and strategies. Both Kay and Rachel recognised the importance of supporting staff digital skills and capability, developing a strong professional identity and a “one team” voice and culture, especially in times of organisational change. This in turn creates confident leadership, a sense of ownership, and the ability to articulate the value the library brings to the big business of universities – research, teaching and learning, and student experience.

“If you stand in the middle of the road for too long you get run over”

Inextricably linked to the above, this is about the ability to quickly respond to change and seize an opportunity even when things, at least at first sight, look bleak. Libraries, like their parent organisations, can’t afford to remain static, or think “there’s no time” or “it’s not a priority”. They need to constantly adapt, aligning with changing institutional priorities.

For Rachel Scott Halls, what provides focus, while operating within constant change, is going back to the fundamental raison d’être of her library and institution: to enable access to education for everyone under the core pillars of students, research and talent. This clarity of purpose helps teams pivot more quickly, as priorities change. However, Rachel warns that we also need to make time to stop and reflect, not just about what could have been done better but also recognising how much has been achieved.

“Say yes to everything!”

Kay Grieves’s top tip for any library embarking on digital transformation activity was unanimously supported by the other speakers. While at first it might sound reckless to some of us, this highlights the collaborative nature of libraries and the high degree of stakeholder engagement and relationship building typical of successful digital transformation.

Libraries’ willingness and readiness to work in partnership across the university provides an opportunity not only to take ownership of specific areas but also increase their visibility and demonstrate what they have to offer. This is how at Teesside the library contributed to shaping the institutional approach to AI by being part of the AI steering group. At BNU, by leading on the implementation and integration of the new library management system (LMS) the library engaged with many institutional stakeholders, built trust and a positive reputation, and developed new connections.

As George reminded us, libraries have often been at the forefront of technological changes. They were the first to use the internet in the 1960s to exchange bibliographic records and devise metadata standards for the sharing of information. In fact, libraries have always been open to changes in technology and to pioneering new approaches.

He concludes by saying that, in general, institutions do recognise this, but “maybe not as often as we would like”.

Jisc digital transformation library lens

The library lens is a tool for libraries to amplify, enhance and evidence their role and impact in digital transformation and was co-developed by Jisc with the input of the library community and the support of sector bodies such as CILIP, SCONUL and RLUK.

Jisc is now working with seven university libraries as part of the digital transformation library lens pilot programme who are testing the use of the library lens in real-life scenarios.

If you want to know more about the experience of the seven university libraries and how the library lens might help you, join us for the free webinar on 1 July: Library-led digital transformation: the experience of the Jisc digital transformation library lens programme.