Strategic Planning for Networks
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Strategic Planning for Networks

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Strategic planning. You know you should be doing more of it. But the way you normally do it requires lots of up-front time to do and lots of follow-up time to get buy-in. And frankly, you have trouble ...

Strategic planning. You know you should be doing more of it. But the way you normally do it requires lots of up-front time to do and lots of follow-up time to get buy-in. And frankly, you have trouble with the buy-in part. All that trouble, minimal follow-through.

Great strategic planning processes are lightweight and participatory. This is nice-to-have for organizations, and it's critical for networks, where you don't have the benefit of hierarchy to influence its behavior. Networks will do what they do.

In this Leadership Learning Community webinar, I describe how to do strategic planning for networks. I draw heavily from my experience leading the open strategic planning process for the Wikimedia movement, which drew over 1,000 participants and led to a movement-wide shift in focus on increasing reach and participation in developing countries. I share how you can leverage these types of processes for both your network and your organization

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  • I posted a followup blog post to the great questions I got at the webinar:

    http://blueoxen.com/blog/2011/03/followup-to-strategic-planning-for-networks-webinar/
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Strategic Planning for Networks Strategic Planning for Networks Presentation Transcript

  • Strategic Planning  for Networks Eugene Eric Kim <eekim@blueoxen.com> Blue Oxen Associates March 22, 2011
  • About Me Principal, Cofounder of Blue Oxen Associates
  • About Me Leadership Learning Community Board Member Principal, Cofounder of Blue Oxen Associates
  • About Me Collaboration! Leadership Learning Community Board Member Principal, Cofounder of Blue Oxen Associates
  • About Me Collaboration! Leadership Learning Community Board Member Principal, Cofounder of Blue Oxen Associates Wikimedia Strategic Planning (2009-2010)
  • 1. Wikimedia's Challenge 2. Strategic Planning 3. Strategic Planning for Networks
  • 1. Wikimedia's Challenge 2. Strategic Planning 3. Strategic Planning for Networks
  •  
  • 279 Language Versions of Wikimedia Projects
  • 100,000 Active Contributors Around the World
  • A Slice of the Community
  • Source: comScore, Wikipedia (April 2010) Wikimedia Foundation + 30 independent chapters worldwide Google #5 website in the world 350 million visitors #1 website in the world 920 million visitors 40 employees 20,600 employees $10,000,000 revenue $23,000,000,000 revenue
  • In 2009, Wikimedia was a global movement with a vision... Imagine a world in which every single human being can freely share in the sum of all knowledge. That's our commitment. ... but no collective strategy for achieving this vision.
  • Strategic Planning for Networks? How do you develop a movement-wide five-year strategy in a completely open, collaborative way (the wiki way)?
  • 1. Wikimedia's Challenge 2. Strategic Planning 3. Strategic Planning for Networks
  • Where are we now?   Assessment
  • Where should we go?   Visioning / Goal-Setting
  • How should we get there?   Planning
  • Only 5% of the workforce understands their company's strategy. Robert S. Kaplan and David P. Norton. The Strategy-Focused Organization . Harvard Business School Press: 2000.
  • The Plan Is Not the Point!
  • The Real Goal Is Activation
  • The Real Goal Is Activation Alignment Around Goals Matters Most
  • 1. Wikimedia's Challenge 2. Strategic Planning 3. Strategic Planning for Networks
  • Networks Are People ...
  • Networks Are People and Relationships
  • Working Wikily
    • Working Hierarchically
    • Centralized
    • Firmly controlled
    • Planned
    • Proprietary
    • Transactional
    • Downward communication
    • Working Wikily
    • Decentralized
    • Loosely controlled
    • Emergent
    • Open, shared
    • Relational
    • Two-way conversation
    Courtesy of the Monitor Institute
  • Strategic Planning for Networks? How do you develop a movement-wide five-year strategy in a completely open, collaborative way (the wiki way)?
  • Decentralized Emergent Relational Loosely controlled Open, shared Two-way conversation Strategic Planning for Networks? How do you develop a movement-wide five-year strategy in a completely open, collaborative way (the wiki way)?
  • Five Key Principles
    • 1. Create a space
    • 2. It's all about people
    • 3. Focus on questions
    • 4. Fail forward fast
    • 5. Model transparently
  • 1. Create a Space
    • Where will your network do its work?
    • What will make your space inviting and compelling?
  • 1. Create a Space
    • Where will your network do its work?
    • What will make your space inviting and compelling?
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    &quot;If you want to get something done, ask a busy person.&quot; Patrick Collins CIO, Hewlett Foundation
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    • 90 / 9 / 1 Rule
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    • 90 / 9 / 1 Rule
    • Our Targets:
    • 700 (1 per project) /   70 / 7
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    • 90 / 9 / 1 Rule
    • Our Targets:
    • 700 (1 per project) /   70 / 7
    • What We Got:
    • 1,000 / 100 / 20
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    • Ask!
  • 2. It's all about People
    • Who do you want to participate?
    • How many participants should you target?
    • How will you bring people into the process?
    • Ask!
    • Build Relationships
  • 3. Focus on Questions
    • Why focus on questions? I thought
    • we wanted to figure out the answers!
    • Why focus on questions? I thought
    • we wanted to figure out the answers!
    3. Focus on Questions Generative Questions
    • Why focus on questions? I thought
    • we wanted to figure out the answers!
    3. Focus on Questions Generative Questions
      • Participation
      • Strategic Thinking
    • Why focus on questions? I thought
    • we wanted to figure out the answers!
    3. Focus on Questions Generative Questions
      • Participation
      • Strategic Thinking
      • Ownership
      • Activation
  • 4. Fail Forward Fast
    • How will you know if your process is &quot;right&quot; or not?
  • 4. Fail Forward Fast
    • How will you know if your process is &quot;right&quot; or not?
    • Assume it's not. Design for the best case, plan, and adapt.
  • 4. Fail Forward Fast
    • How will you know if your process is &quot;right&quot; or not?
    • Assume it's not. Design for the best case, plan, and adapt.
  • 4. Fail Forward Fast
    • How will you know if your process is &quot;right&quot; or not?
    • If you're not screwing up,
    • you're not trying hard enough.
  • 5. Model Transparently
    • How do you leave room for deliberation about
    • process while also making forward progress?
    • How do you leave room for deliberation about
    • process while also making forward progress?
    5. Model Transparently Sharing control , not giving it up
    • How do you leave room for deliberation about
    • process while also making forward progress?
    5. Model Transparently Sharing control , not giving it up Do-acracy  — Put a stake in the ground
    • How do you leave room for deliberation about
    • process while also making forward progress?
    5. Model Transparently Sharing control , not giving it up Do-acracy  — Put a stake in the ground Be open to change
  • Five Key Principles (redux)
    • 1. Create a space
    • 2. It's all about people
    • 3. Focus on questions
    • 4. Fail forward fast
    • 5. Model transparently
  • Questions?
  • For More Information
    • Eugene Eric Kim / Blue Oxen Associates
    • [email_address]
    • @BlueOxenAssoc / @eekim on Twitter
    • http://blueoxen.com/
    • http://eekim.com/
    • These Slides
    • http://www.slideshare.net/eekim/network-strategic-planning
    • http://bit.ly/network-strategic-planning
    • Wikimedia Strategy
    • http://strategy.wikimedia.org/
  • Credits
    • Thanks to Kristin Cobble of Courion Group, Rebecca Petzel , and  H. Jessica Kim  for their valuable feedback on this presentation and for being thought partners — along with Diana Scearce and Heather McLeod Grant of the Monitor Institute and the entire staff of the Leadership Learning Community  — on networks.
    • Thanks to all of the Wikimedians who participated in this wonderful little experiment, especially Sue Gardner , Erik Moeller , and Philippe Beaudette of the Wikimedia Foundation.
    • Many thanks to Amy Wu Wong < http://wordsdesign.com/ > for the design of this presentation as well as her delightful sketches.
    • Attributions 
    Slide 11: Photographs from Wikimedia Commons by Goldmund100 (GNU FDL), MichaelDiederich (CC-BY-SA 2.0), Lisarlena (GNU FDL), Serenity (GNU FDL), THWZ (CC-BY-SA 3.0), Timur Mamadrzaev (CC-BY-SA 3.0), Alexanderps (Public Domain), Yumolives (CC-BY-SA 3.0), Rovdyr (GNU FDL), Василий Меленчук (Public Domain), Airon90 (CC-BY-SA 3.0), Wuselig (CC-BY-SA 3.0), Maderibeyza (GNU FDL), Ragesoss (CC-BY-SA 3.0), Nikita (Public Domain), Ragesoss (CC-BY-SA 3.0), Ziko (CC-BY-SA 3.0), JCornelius (CC-BY-SA 2.0) Slides 19-22: Photographs from Flickr by Royal New Zealand Navy (CC-BY-ND 2.0) Slide 26: Working Wikily slide from Monitor Institute's &quot;The Power of Networks&quot; < http://www.slideshare.net/workingwikily/the-power-of-networks > All other photographs by Eugene Eric Kim / Blue Oxen Associates (CC-BY-SA 2.0)