What is your take on the situation where the day to day work of serving regular clients leaves no time for outreach, relationship building, discovery of new priorities for the priority people, and similar strategic efforts?
Some might say "a good problem to have" - but it's a problem nevertheless: I have said in the past that excellent service to the self selected users, though commendable, is not a long term strategy for success. My take is that there is no option but to carve out some strategic time - and we may have to start by crafting the communication we are going to use in explaining any change in service level while we engage in our "market research". One good approach could be to (1) use judgment about areas where service could be reduced or terminated, at least temporarily, without seriously untoward effects and (2) undertake a needs assessment (over the years I have done several pieces/presentations about such exercises and some can be seen at www.destricker.com) in order to gain credible input for planning. Once the results of the assessment - helping to segment the subpopulations within the organization and understand their needs, preferences, and priorities - are in hand, a service plan can be crafted. Importantly, the service plan can then be communicated with the strong message that "we asked, you answered, and as a result here's what will happen with the services we offer". It is critical to have everyone understand that the service plan is not based on the perspective of the information professionals but solidly on the organization's priorities. As for any populations no longer served or groups receiving a less extensive service, there may be opportunities to work with them to find additional funding or inject self-service tools in the mix.
The bottom line is that documented alignment of services with organizational priorities is a business necessity - no matter how much in our professional hearts we'd love to serve everyone to the max.