Key points

• Most employers offer skill‐based training, but formal mentoring programmes are rare.
• Training tends to be responsibility‐specific and organization‐centric, with fast‐tracking of stand‐out individuals.
• Cross‐organizational mentoring can be more objective and multidisciplinary and support publishers’ needs for innovation.
• Mentoring programmes usually focus on early careers, and there is little support for senior publishing professionals.
• All professional development requires engagement from all parties – no pull without push!

• Access management (AM) is a critical, but often overlooked, enabler for publishers looking to expand the appeal of their online resources.
• This article examines why publishers underinvest in AM, and provides practical examples of how this impacts productivity and growth across the organization.
• Three AM trends that offer new growth opportunities are also explored: (i) enabling a wider range of customer types and business models, (ii) supporting a more diverse range of access scenarios, and (iii) facilitating greater personalization through identity management.
• Publishers need to review their AM strategy in light of these opportunities. In particular, publishers that currently support AM in‐house should outsource to specialist vendors if they are not fully committed to investing the expertise and time needed to support this increasing sophistication.

• Access to Research is an online service for local libraries across the UK.
• Many large STM publishers have provided free walk‐in access to their content.
• The initiative is in response to a recommendation in the government‐commissioned ‘Finch Report’ on improving access to publically funded research.
• The service has just completed a 2‐year pilot, and toward the end of the pilot, research was commissioned to understand its impact.
• The research demonstrated the value of the service to local library users, so publishers’ local libraries have decided to continue providing the service.

Key points

• Publishers should layer on the right standards to create accessible publications.
• Accessible publications have accessible content at the core, wrapped in semantic structure, and topped off with accessible metadata.
• Resources to help publishers implement accessibility in their programmes are available.

Key points

• The UK policy landscape supports access for the users whilst allowing publishers to maintain business models.
• Advancements such as EPUB 3, aligning publishing with web technologies, and the Inclusive Publishing hub help publishers reach accessibility compliance.
• Print impairment is not an on/off switch, and each reader has his or her own unique set of requirements – a fact that is supported by EPUB 3.
• The time is ripe for publishers to make firm commitments to accessibility initiatives.

• Scientific publication has been a key part of the scientific method since the inception of Philosophical Transactions in 1665.
• The scientific publications industry has grown exponentially along with science, incorporating technological innovations along the way, and adapting journal processes and practices to changing needs of science as it matured.
• Of all the technological innovations over more than 300 years, the move to online journals may be the most significant, making open access to content practical for the first time.
• The open‐access movement is disrupting the economics of journal publishing, which is hoped will make the industry more competitive: the ability of the publications industry to adapt to open access will be a measure of its resilience.
• The demand for articles published in reputable journals continues to grow as readers trust the credibility of peer reviewed journal articles, and good authors value the prestige of publishing in the best journals.
• It is difficult to predict what new functionalities may be included in articles of the future or what additional services publishers and editors will provide, but there is every reason to believe that scientific journal articles are here to stay.

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Key points

• With increased pressure on longstanding society business models, society journal publishers must pursue more aggressive growth strategies to remain competitive.
• A practitioner‐focused book portfolio that translates research into practice offers an opportunity to establish an alternative revenue stream and an additional path for society member engagement.
• Societies are in a unique position to capitalize on their existing connections to industry via their membership base.
• Brief, easy‐to‐consume content and interactive tools are of the greatest appeal to the practitioner audience.
• Focusing on shorter, template‐driven formats and more frequent updates allows society publishers to develop content more rapidly and at lower cost.
• Challenges include incentivizing society members to author and review the content, identifying individuals who are capable of doing so, and obtaining adequate internal resources.

• Innovative business models to complement or replace traditional models of funding academic publishing are currently proliferating.
• Not relying solely on one source of funding is a key factor in sustainability.
• Pay what you can afford (PWYCA) is a new model for article processing charges (APCs) providing both a revenue stream and an opportunity to raise awareness of the cost of publishing amongst authors.
• Treating a journal as part of an overall enterprise rather than as a stand‐alone business contributes significantly to its sustainability.

Key points

• The Open Discovery Initiative (ODI) was created in 2011 to improve participation among content providers in the then‐novel web‐scale discovery services.
• The issues addressed by the ODI included metadata standards, content indexing, and availability of licensed content in discovery services.
• After adoption of the recommended practice in June 2014, a new Standing Committee has been formed to address unfinished business and implementation.
• A challenge for the ODI is finding the right balance between the needs of commercial partners and library customers.

• Digital preservation will never be a solved problem: it needs constant reinvention, and is going to become harder over time.
• Scholarship is changing and this is affecting what needs to be preserved and what preservation means to the future of knowledge discovery.
• The diversification of outputs means that knowledge exists in a network of contextual metadata, data, software, standards and publications—requiring multilateral management of this complex knowledge graph.
• Preservation demands new skills, technologies and resources from librarians, publishers, funders and institutions—and more joined-up thinking about archiving.