ABSTRACT
Modern academic libraries tend to provide services beyond traditional lending, reference, and enquiry services. Many are converged with other professional or student-focussed services such as IT, student services, academic support, or such learning resources as multimedia or print services – often co-located in space and management structure. At its optimum, this convergence can foster cross-institution working and enable Library services visibility in institution strategy alongside other business continuity services (e.g., student records, Finance, HR). Conversely, the structure could bury Library services, relegating them to the ‘always there, not a problem’ box. The visibility of Library services within the converged structure, of course, is dependent on whether the Library leader has influence at the executive table. Through the prism of the McKinsey 7S framework, this article reflects on the convergence of Library, IT, Multimedia Services including classroom management, and Print Services at SOAS University of London and examines the process of bringing together staff with varying professional identities and grades to work as a cohesive team delivering front-line, customer-focussed services. The article also reflects on how taking a multidisciplinary approach to providing institution support enabled the Customer Services and Operations (CSOps) team to influence institution strategy on space development for learning, teaching, and research support.
