Workflows as a Service: turning information into actionable knowledge
Libraries are widely recognized as champions of knowledge. We help people discover information. We describe and organize collections. We preserve content in various formats. But there is another dimension that’s emerging: designing workflows.
Lorcan Dempsey’s “Workflow is the New Content” explores how workflows are reshaping the research enterprise. From managing research data to navigating open access mandates, workflows are becoming essential tools that connect content, people, and systems.
With our expertise in information management and wrangling, libraries are natural partners in this domain. In fact, we’re seeing an interest in workflows that extends beyond the lab.
Workflows: the backbone of knowledge processes
First, a high-level view. Workflows are not just tools for getting things done—they are frameworks for managing and utilizing information. They empower us to:
Organize: Make information easier to find and use so it’s accessible when and where it’s needed.
Collaborate: Help teams work together more smoothly, sharing ideas and staying aligned.
Preserve: Set up systems that protect and maintain knowledge for the long haul.
Simplify: Break down complex processes into clear, manageable steps that save time and reduce stress.
Adapt: Create flexible systems that can evolve as needs and priorities change.
From internal improvements to campus impact
Lorcan’s post has been on my mind for a while, encouraging me to probe more deeply into researcher workflows and knowledge structures. But this need—or opportunity—isn’t just for science, scholarship, or the research enterprise.
The CMU Library’s Project Management Office is in my portfolio, and under the leadership of Ken Rose. Our conversations have increasingly turned toward workflows, dashboards, visualizations, and overall effectiveness.
Ken Rose, Director of the Project Management Office, CMU Library
We are always striving to document and support library projects. In this regard, workflows have become powerful tools to advance library processes and operations. Using AirTable as our central platform, Ken began developing dashboards and automations that introduced new levels of visibility. This includes things such as:
Article Processing Charges
Requesting a New Resources
IT Ticketing
Facilities Work Requests
Digitization Requests
Controlled Digital Lending Requests
Evidence Synthesis
Grants & Sponsored Projects.
A few examples:
Dashboard new resource requests.
Evidence Synthesis Dashboard
Evidence Synthesis Visualization
Moving to AirTable has transformed how we think. Tasks that once felt opaque or scattered have become more structured, collaborative, and transparent. It provides us with front-ends, back-ends, approval mechanisms, analytics, reports, dashboards, and so forth. It’s a very customizable information logistics environment. Our objective isn’t just efficiency; it’s an opportunity to step back, ask new questions, and consider different approaches to the work we’re doing.
A growing appetite for workflow expertise
Word spread. Other campus units began hearing about our approach. Independently, three different people have reached out for advice. Ken provided informal consulting, sharing how we use AirTable and helping them explore solutions tailored to their needs.
While there is still interest in classic project management methods, we’re hearing about other priorities. First, there’s a strong interest in portfolio management. One college we partnered with has a constant stream of projects and initiatives, all at different stages. Being able to look across that entire landscape and manage it holistically was highly desirable.
Second, there’s an interest in simplifying complex processes. When multiple people are involved and there are many moving parts and steps, having a platform that automates background tasks can significantly reduce reliance on email and other ad hoc communications. The ability to have real-time visualizations and dynamics analytics is a major benefit too. What we are seeing is that people across campus are looking for are ways to bring teams and processes together seamlessly. And to be able to analyze and track that work at different points.
These campus-wide interactions revealed something important: there’s a real appetite for workflow expertise. While watching videos on this topic and even attending workshops can be helpful, there’s something uniquely valuable about working directly with someone who brings deep experience and practical insights. I’ve noticed that many people don’t have the tools, time, or perspective to improve their processes because they’re so immersed in their day-to-day work. We often get so focused on getting things done that we are rarely able to step back to think about how we might approach our work differently.
In this context, Ken is emerging as a campus thought leader in pragmatic workflow design. His approach reflects the library’s service-oriented ethos. Rather than simply “training” people to use AirTable, he helps them explore their needs and to consider thoughtful, tailored solutions for their unique operational challenges. It’s this combination of deep expertise and a service-driven mindset that makes his work resonate so strongly across campus.
Workflows as a Service?
Have we stumbled upon a potential service? Maybe.
Is it scalable? Probably not.
For now, our emphasis remains on the library—continuing to streamline, improve, and support the work across our organization. But the fact that colleagues across campus are starting to recognize our efforts and reach out is encouraging and an indicate of an unmet need..
Here are a few ways libraries might help other units improve their routine workflows:
Simplify how requests are handled: Create a straightforward process to get tasks to the right people and keep everyone updated on progress.
Show projects at a glance: Use dashboards to give teams a clear view of what’s happening, what’s next, and what’s most urgent.
Make reports more useful: Build tools to track things like turnaround times or budget usage so teams can see what’s working (and what isn’t).
Cut down on busywork: Set up automations for repetitive tasks like sending reminders or updating shared files—fewer emails, more time to focus.
Help people work together better: Create shared spaces where teams can collaborate, track changes, and keep everything organized in one place.
Lorcan’s insight that “workflow is the new content” highlights an interesting shift in how we think about productivity and collaboration. Libraries, with our deep roots in information management and our engagement-oriented service ethos, are uniquely positioned to partner in this shift—not just for researchers but other parts of the institution too. By building expertise in workflows and the related facilitation, we’re expanding the library’s role as process designers and knowledge workflow innovators. We help make information actionable.
