The path of transformational change

Purpose ‐ The paper seeks to document the process and strategies used to create transformational change at the operational, organizational and cultural level. Design/methodology/approach ‐ The vision of transformational change was guided by three principles: building it today, adding value, and aligning with the university's strategic plan. Findings ‐ During a 2008-2009 internal review it became clear that current services and systems were inhibiting the ability to move forward. To overcome this inertia, eight strategies were developed to lay the foundation for transformational change. These included: creating a framework for change, leveraging outside expertise, building a leadership team, designing a new organizational structure, influencing organizational culture, managing transition, forming operational teams and workgroups, and reflections. The greatest challenge has been to manage library staff fears and expectations. Dealing with both passive and active resistance has required flexibility and a commitment on the part of library administration to engage staff in an ongoing dialogue to clarify the vision and to encourage staff to see change as serving both the library's interests and their own self-interest. Originality/value ‐ The value of this paper is in showcasing tools and strategies for transforming an academic library's organizational culture and structure.