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demand for specialised technology-related courses in the cultural heritage field. (See for
example the courses offered by the Humanities Advanced Technology and Information
Institute at the University of Glasgow; in particular the "MPhil in Digital Management and
Preservation" <http://www.hatii.arts.gla.ac.uk/Courses/DigitalMPhil/>)
Connect and incorporate to a higher degree the knowledge and expertise of the
human into the infrastructural capital of the institution
It has to be highlighted that an institution cannot own, but only lend, the knowledge,
experience, and skills its members possess.When an expert believes he is better off in
another business, he takes his competencies with him. Only if some knowledge or parti-
cular way of doing things finds its way for example into the standard workflow does that
knowledge or skill become part of the infrastructural capital of the institution.Therefore,
one of the most important things for institutions is to find new ways of how knowledge,
expertise and skills can be incorporated into the infrastructures itself, for example by
developing recommended systems that can, on a general level, give advice and point to
relevant material like an expert would.
Develop the right mix of competencies to be interoperable in the new digital
environment
The term human capital includes different individual properties and competencies of
members of the board, the management, and the staff as for example: leadership,
commitment, professional knowledge, experience, and specific skills. Memory institutions
must think about and address the question of the relative importance of the different
segments of the human capital they need in order to be interoperable in the digital
environment. In doing this, they must be oriented towards future challenges and relate their
existing knowledge base to upcoming new ideas, concepts, new services to be offered, new
products to be developed.
For a "hybrid" institution there will be no or very view skills that are "ageing" in the
sense that in the foreseeable future they will no longer be needed.The rule of thumb to be
successful with regard to the human capital will be: on the one hand to keep and further
improve the key traditional competencies that are valuable in the physical as well as digital
sphere, and on the other hand to develop, incorporate and share new competencies that are
necessary in the digital environment.Therefore, the key to success is the right mix of
competencies.
Provide higher-value services
The key role of the memory institutions in the future cultural economy will be to
provide digital access information (object descriptions, metadata) and digital cultural
objects.Yet, it should be clear, that the most important intellectual capacity of a memory
institution lies in the contextualisation, interpretation and explanatory narratives it can
bring to networked cultural heritage resources.
One of the main things experts in memory institutions expect from the new techno-
logies is that they allow users to find online all basic information related to material they are
interested in (in a "hybrid" institution e.g. where certain records reside, if they are available,
when and where they can be used, etc.), and, in a digital library or archive, even get to the
material itself.The experts expect that the technology will take away from them the effort
to provide (basic) information and materials, and, consequently, they can focus on higher
value work and support clients in-house or online with their expertise:
VII ORGANISATIONAL CHANGE