Libraries, It’s Time to Think Like RELX

What RELX Got Right and What Libraries Must Do to Stay Relevant

Photo by Carlos Muza on Unsplash

Last week, I attended the “Works in Progress Webinar: Open research as a strategic priority” webinar¹ hosted by the Research Library Partnership (RLP). The event discussed some of the research emerging from the Library Beyond the Library research², exploring how libraries are transitioning from traditional book repositories to become strategic partners in research, data management, and institutional planning. This session was especially timely because academic libraries face tighter budgets and the need to convey their value. The TLDR is that, according to RLP’s research, libraries are increasingly valued not just for their collections but also for managing, supporting, and interpreting research output, which ultimately supports the goals of a research-intensive university.

As discussions about the role of libraries in higher education continue, libraries have evolved beyond focusing solely on collections; they have become service-rich environments that support a range of activities, including research data management, grant development, open-source program offices (OSPOs), and analytics consulting. Nevertheless, many academic institutions still perceive libraries as mere repositories for books. As anyone who has interviewed for a dean of libraries position can confirm, search committee faculty mainly focus on the physical collections housed in the library. This disconnect between how libraries operate and how they are perceived hampers their full integration into the research enterprise.

The Move from Print to Digital

A significant shift is occurring across libraries and the publishing industry, moving from print-based models to digital-first strategies. The Institute of Museum and Library Services (IMLS) reported a 34% increase in digital lending from 2019 to 2022 in public libraries, despite declines in print circulation and physical visits.³ Initially, libraries believed this surge was temporary during the pandemic. However, now we know it is part of a larger trend in which users prefer e-books, digital audiobooks, and on-demand content accessed from home or mobile devices.

This shift is changing how libraries operate and allocate budgets. According to Library Journal, investment in digital infrastructure, virtual programs, and electronic resources is on the rise.⁴ Spending on e-resources is growing steadily, with academic libraries anticipating a doubling of their e-book expenditures compared to print. Libraries are also offering new digital services, such as systematic reviews and data management planning, in addition to traditional content access.

These changes have broad implications. Libraries are evolving from custodians of physical collections to digital service providers integrated into research and institutional strategies. Embracing this trend will enable libraries to partner across campus, deliver high-value services, and promote innovation in scholarly communication.

Libraries Aren’t Alone in the Shift

The publishing industry reflects this shift from print to digital in notable ways as well. RELX, the parent company of Elsevier (STM vertical) and LexisNexis (Legal and Risk verticals), exemplifies digital transformation. By 2024, just 4% of RELX’s earnings came from print, while over 83% were generated through digital and analytics-based services.

Screenshot of Revenue by format from the RELX 2024 Annual Report. In the chart, you can see that in 2000, 64% of earnings came from print, while in 2024, only 4% of their earning came from print.

Its transition into a data-driven enterprise was intentional. RELX has invested billions in technologies that enable real-time decision-making, predictive analytics, and specialized research tools. According to the company’s annual reports⁵ and its website⁶, RELX no longer sees itself as a publisher but as a provider of information-based analytics and decision-making tools. These include everything from legal research platforms to scientific workflow systems, demonstrating the company’s deep integration into the infrastructure of knowledge work.

RELX’s transformation, as shown in investor calls and annual reports, demonstrates how the company strategically exited traditional print businesses to focus on scalable, high-margin software and analytics services. RELX’s success has been a complete reinvention of what a publishing company can be. This shift not only protected RELX from the volatility of the print market but also positioned it as a global leader in digital research infrastructure. Its model reflects a larger trend: organizations that once curated and shared information are now redefining themselves as service providers and decision-making partners.

This evolution closely mirrors the changes happening in libraries. Just as RELX has shifted from static content delivery to active, embedded services, libraries are increasingly partnering with their institutions to offer customized research support, data expertise, and digital literacy programs. In both cases, the shift involves redefining value because survival and relevance in the information sector depend on the ability to align services with the changing expectations of users and institutions.

The Library Beyond the Library

The Research Library Partnership’s (RLP) work on the Library Beyond the Library is helping to reshape that narrative. Through a combination of roundtable discussions, case studies, and leadership interviews, RLP has documented the various ways libraries are assuming new roles in the research infrastructure ecosystem. Libraries are working more closely than ever with their university’s offices for research, IT, and academic affairs to deliver shared services in areas such as bibliometrics, stewardship of research outputs, and faculty development. These aren’t one-time partnerships, and they often involve co-location, shared staffing, and joint governance.⁷⁸⁹

One notable example comes from Montana State University, where the library partnered with campus research units to create a research support hub that integrates services across institutional boundaries. Instead of just providing help from the sidelines, the library positioned itself at the center of research administration, offering infrastructure and staffing to support grants, data management plans, and compliance. The initiative proved so successful that it has become a model for other institutions exploring collaborative service models.¹⁰

Another key insight from the RLP research is that while the pace of change is uneven, the overall direction is clear. Libraries that invest in relationship-building and advocacy across the university are more successful at embedding themselves into the campus research enterprise. However, they also face significant challenges, including limited capacity, unclear value metrics, and cultural resistance from faculty who continue to see the library through a print-centric lens.

OCLC’s work also highlights the importance of storytelling. Libraries, especially those in leadership roles, must do a better job of communicating their evolving role. Many roundtable participants expressed frustration that, despite new responsibilities and impact, their contributions remain invisible to institutional leaders.

Applying the Lessons from RELX to Libraries

These insights about RELX and the research conducted by RLP reinforce a key message. If we want libraries to integrate into the university’s research infrastructure fully, we must not only rethink the services they offer but also how they communicate their value. RELX didn’t transform overnight. Instead, it invested in technologies, restructured its revenue model, and built a brand identity centered on insight and utility. This kind of strategic clarity is something libraries can learn from. Libraries must adopt a service model that is adaptable and aligned with institutional priorities to succeed in a culture that values data-driven decision-making.

There are three core areas where RELX has excelled, and where libraries have historically struggled:

• Identifying their service offerings. First, RELX knows precisely what it offers. It provides tailored analytics within legal and scientific research platforms that meet the data-driven decision-making needs of its users. Libraries, on the other hand, often lack internal clarity about what they do and for whom they serve. Frequently, libraries describe themselves with vague or all-encompassing terms: we’re about access, discovery, preservation, instruction, and community. While all of these are true, this lack of focus limits our ability to articulate our value clearly. If libraries want to be strategic campus partners, they need to define their core service areas precisely, aligning them with institutional goals such as research impact, compliance, and grant success.

• Marketing those services clearly. Second, RELX excels in marketing. Its investor materials, annual reports, and even user-facing platforms all tell a consistent story: RELX helps professionals make better decisions faster through reliable data. In contrast, library messaging is often fragmented, contradictory, or underdeveloped. Are we quiet spaces or innovation labs? Are we for students or faculty researchers? Do we support teaching, research, or both? To gain influence with institutional leadership, libraries need to invest in storytelling that directly connects their services to outcomes that matter—such as research funding, institutional rankings, and student retention. That involves not just external marketing but also ensuring that internal staff and leadership understand and reinforce the same core narrative.

• Integrating technology into their work. Finally, RELX integrates technology into all aspects of its operations. User-friendly technology that delivers high performance and interoperability powers its services. Libraries, by contrast, often see technology as a back-office function rather than a strategic asset that needs to be strategically integrated into service design, where it can enhance both user experience and operational efficiency. To thrive in a digital environment, libraries must make technology central to their service design, developing or adopting operational workflows that enable services to grow. This also means hiring and retaining technologists, analysts, and user-focused developers alongside traditional librarians.

These gaps aren’t insurmountable. However, they do require deliberate action and a shift in culture if libraries are to reposition themselves.

Conclusion

If libraries embrace innovative strategies across these three pivotal areas, they have the power to transform their institutional role and become truly indispensable. The changing landscape of higher education offers a perfect opportunity for libraries to reinvent themselves.

What often holds us back is a lack of a unified, strategic message. Together, we must articulate our value in ways that resonate beyond the library walls and librarians. We need to lean into language like “enabling research breakthroughs”, “fostering cross-campus collaborations”, “building institutional resilience”, and “expanding digital access” (all key themes in Educause’s Top 10 for 2025¹¹). By aligning ourselves with campus priorities and communicating with the confidence of a forward-thinking enterprise, we can craft compelling messages that showcase that we are more than just a building filled with books.

Fortunately, organizations like RLP provide us with proven models. Now, leaders must use these insights to create effective communication strategies that expand the library’s reach beyond its walls, ensuring libraries are recognized as a vital part of the knowledge economy.

1. “Open Research as a Strategic Priority: Perspectives and Insights.” OCLC Research, 2025. https://www.oclc.org/research/events/2025/open-research-strategic-priority-perspectives-insights.html. Accessed 4 Aug. 2025.
This event, hosted by OCLC Research, brings together leaders from global research institutions to discuss how open research is being integrated into institutional strategy. The insights highlight the strategic importance of open research infrastructure, the evolving role of libraries in supporting transparency and reproducibility, and the need to align research services with funder mandates and institutional goals. The session provides a glimpse into how libraries can reframe their services in terms of strategic alignment with university-wide research priorities, thereby further supporting the argument that libraries are evolving into central actors in the research enterprise.

2. “The Library Beyond the Library.” OCLC Research, 2024. https://www.oclc.org/research/areas/research-collections/library-beyond-the-library.html. Accessed 4 Aug. 2025.
This report examines how academic libraries are expanding their reach across campus to offer more comprehensive research support. It discusses emerging collaborations between libraries and other institutional units, such as research offices and IT services, signaling a shift toward more strategic, service-oriented roles for library staff within research ecosystems.

3. “Public Libraries Survey: Fiscal Year 2022.” Institute of Museum and Library Services, Mar. 2023. https://www.imls.gov/publications/public-libraries-survey-fiscal-year-2022. Accessed 4 Aug. 2025.
This federal report offers statistical evidence to support the narrative of library transformation. It reveals declines in physical circulation and library visits while documenting increases in digital resource use and internet-based services. These shifts underscore the growing role of libraries as digital access points rather than physical collections alone.

4. “Libraries Are More Digital Than Ever Before.” Library Journal, 14 June 2022. https://www.libraryjournal.com/story/libraries-are-more-digital-than-ever-before. Accessed 4 Aug. 2025.
This article documents the growing prioritization of digital access within libraries, highlighting increases in electronic lending, expanded virtual services, and budget reallocations toward digital materials. It presents libraries as institutions actively responding to patron demand for convenience and remote access, and it paints a portrait of the modern library as an increasingly digital, service-driven environment.

5. “RELX Annual Reports” RELX Investor Relations, 2023 and 2024. https://www.relx.com/investors/annual-reports. Accessed 4 Aug. 2025.
This report offers a comprehensive examination of RELX’s financial and strategic transformation from a traditional print publisher to a data-driven and analytics-focused company. It highlights the company’s heavy investment in digital platforms, subscription-based services, and decision-support tools. The data support the assertion that print now represents only a small fraction of RELX’s business, which is instead centered on information-based analytics across various sectors, including science, law, and risk.

6. “Our Business Strategy.” RELX, 2025. https://www.relx.com/our-business/strategy. Accessed 4 Aug. 2025.
This corporate strategy page outlines RELX’s core approach to delivering analytics and decision tools through innovative digital platforms. The company describes its four market segments—Scientific, Technical & Medical; Risk; Legal; and Exhibitions—and emphasizes its focus on workflow integration, customer insight, and investment in technology. This source offers a concise yet powerful demonstration of how RELX frames its strategic direction around data, platforms, and digital-first solutions, reinforcing its departure from traditional publishing and its alignment with future-facing information services.

7. Lavoie, Brian. “Moving the Library Beyond the Library: Reflections on an RLP Leadership Roundtable.” Hanging Together, 22 Aug. 2024. https://hangingtogether.org/moving-the-library-beyond-the-library-reflections-on-an-rlp-leadership-roundtable. Accessed 4 Aug. 2025.
This blog post captures reflective insights from library leaders on what it means to expand the library’s footprint beyond its traditional domain. Participants discuss shifting expectations, the slow pace of cultural change, and the importance of relationship-building as libraries take on more integrative, cross-campus roles.

8. Bryant, Rebecca. “Cross-Campus Collaboration in Research Support: Insights from an RLP Leadership Roundtable.” Hanging Together, 13 Aug. 2024. https://hangingtogether.org/cross-campus-collaboration-in-research-support-insights-from-an-rlp-leadership-roundtable. Accessed 4 Aug. 2025.
This article outlines how libraries are increasingly participating in research data management, researcher identity, bibliometrics, and more. It documents both the successes and challenges libraries face as they collaborate with other institutional units to provide research services at scale.

9. Bryant, Rebecca. “Lessons Learned from Implementing a Research Support Hub in the Library.” Hanging Together, 31 Mar. 2025. https://hangingtogether.org/lessons-learned-from-implementing-a-research-support-hub-in-the-library. Accessed 4 Aug. 2025.
This article offers practical insights and lessons from the implementation of a library-based research support hub. It covers topics such as demonstrating value to leadership, managing institutional relationships, and sustaining collaborative services amid capacity constraints.

10. Bryant, Rebecca. “Transforming the Library into a Research Support Hub.” Hanging Together, 14 Nov. 2024. https://hangingtogether.org/transforming-the-library-into-a-research-support-hub. Accessed 4 Aug. 2025.
This post presents a case study of Montana State University, where the library collaborated closely with campus partners to establish a Research Alliance. It emphasizes the value of physical proximity, shared staffing, and coordinated services in elevating the library’s research support profile and building institutional trust.

11. “Top 10 IT Issues, Technologies, and Trends for 2025.” EDUCAUSE, 2025. https://www.educause.edu/research-and-publications/research/top-10-it-issues-technologies-and-trends/2025. Accessed 4 Aug. 2025.
This annual report identifies the most pressing IT challenges and opportunities facing higher education institutions in 2025. It emphasizes the strategic alignment of IT services with institutional missions, highlighting themes such as AI integration, digital transformation, workforce readiness, and collaborative ecosystems. The report is valuable for libraries seeking to align their technology strategies with broader campus initiatives, as it demonstrates the increasing importance of cross-functional digital leadership within academic institutions.