We are less than 48 hours from the Online Community Unconference East (yeah!). This is the third year we've run the Online Community Unconference in New York, and we've had great events both years.

On think I wanted to be a bit more mindful of for this year's Unconference was to really be mindful of focusing the group's energy on specific outcomes. Our theme for this year's Uncoference reflects this intention:

"Moving forward, together"

We will use the theme as a guiding principle for the sessions on Wednesday, and ask that participants think about what is needed to move forward personally, professionally, and to move community and social media forward as an industry. We will also explore what progress (moving forward) looks like.

Our notional topic list from the Unconference wiki (which will be open to the public after the Unconference) reflects the "moving forward" intention:

• Online Community & Social Media Metrics: Getting to Standards
  
• Monetizing industry communities (not related to a single brand or company)
  
• The Community Team: Roles, Responsibilities, Job Descriptions and Reporting Structures
  
• Using Community and Collaboration Tools Within the Enterprise
  
• Lessons Learned: Pitfalls and Best Practices in Community-Building
  
• How to hire community & Social Media staff
  
• Online Presence: Creating a social strategy on and beyond your domain
  
• "Social Shopping" Communities (focus on online brand advocacy, product reviews and ratings, "social" information search, etc.)
  
• Leaving (too many) online footprints in (too many) communities
  
• How to interest and keep volunteers in a commercial environment?
  
• Beyond "Listening" - Comprehensive Community & Social Media monitoring and engagement
  
• Community and Social Media reporting and insights
  
• Case Studies for the class of 2009: Successful community engagements and social media campaigns from 2009 (bring yours to share)
  
• Validation: Do verified accounts make a difference in communities for better engagement?
  

There are still tickets available for the Unconference. For more information (including attendee list), please go here:
http://ocue2010.eventbrite.com/

I'll start with a caveat: this is a flat out, unapologetic (but hopefully entertaining) pitch. That's me in the photo below, the unapologetic pitcher.

As you know, Forum One is hosting the Online Community Unconference East in New York City on February 10th. The Unconference is an open space gathering of online community and social media professionals from the commercial and non profit sectors. We expect over 200 participants (our biggest east coast event yet).

A partial list of organizations coming includes AARP, Answers.com, Autodesk, Bloomberg, Cisco, Consumer Reports, Examiner.com, Google, HP, Huffington Post, IBM, iVillage / NBC, kgb, Microsoft, Robert Wood Johnson Foundation, Scotttrade and TripAdvisor (to name a few). Pretty great group, no?

The Pitch - 3 Reasons
We feel like our Unconference events represent one of the best sponsorship values for events around, for three main reasons:

1. Fantastic (but appropriate) Visibility
As a sponsor, you will receive the "normal" event perks - your logo on conference materials, acknowledgement at the event, a sponsor banner. The key to our sponsors' success is that we don't oversell our sponsorships, and we limit the number of service providers attending the event so that the ratio of practitioners to service providers is favorable (which also makes for a better attendee experience). You will also have an opportunity to address the full conference for 5 minutes shortly after lunch. In short: Limited competition for attention, you are free to participate as an attendee, and you get the events full attention shortly after lunch.

2. Good Value
Our packages start at $5k, with our premiere package at $10k. Many events with smaller, less qualified audiences charge twice that, and typically try to cram in as many sponsors in as possible.

3. Attendees are Senior Staff and Have Purchase Power / Influence
Forum One has been hosting online community and social media events for almost 10 years. Over the years, we have curated a very senior network of community practitioners and executives. Most of the attendees at our conferences have direct purchase influence, and many have purchase authority. Business gets done at our events between sponsors and attendees.

That's it in a nutshell: great event, great visibility, solid value and an awesome attendee list.

I want to be clear about our intentions with sponsorship sales: sponsorship helps us continue to run these events at a modest profit, which ensures a sustainable business. By sponsoring, you help support the larger community of social media and online community professionals.

Thanks for listening to my pitch. I really do appreciate your time and attention.

If you are interested in discussing terms, please contact me and Chloe Caviness (our sales manager).

Now back to our regularly scheduled community programing

This month's Online Community Expert interview is with Rawn Shah, Practice lead with the Social Software Adoption team in IBM. He has worked in various roles as a software developer, production manager, a journalist and community program manager in his career. His current focus is on understanding and measuring business value of social computing within the enterprise. As a writer and journalist he has written or contributed to over 280 articles and 7 books, including his latest Social Networking for Business (Wharton School Press, 2010) released this January and available through Amazon and other bookstores and retailers.

Q: What excites you most about your current community work?

Working across the IBM enterprise, we have a fairly extensive network of social ecosystems involving hundreds of thousands of members across many geographical regions. It allows me to investigate the differences in how people use social software and participate in online communities from different job roles, cultures, languages, and attitudes. Within the 400,000 or so employees in IBM, there are several thousand communities of various combinations of users. In addition, social software is receiving a great deal of interest and support from our executives and managers, which makes my job significantly easier. It opens the opportunities to work with smart people in the CIO Infrastructure and Innovation organizations, IBM Research, the many product groups, and social software developers and users worldwide. In my focus on metrics and business value, there is so much social computing going on that we have tons of data provides truly invaluable research and analysis opportunities. I certainly also have the freedom to work with brilliant minds outside the company, and wherever I go, the IBM brand helps to open the way. People want to know what we are thinking and doing and that makes me feel useful. I get the best of both worlds.

Q: How are the areas of internal collaboration (a.k.a. Enterprise 2.0), Online Community and Social Media intersecting in your work?

While I work primarily on internal collaboration these day--in contrast to my prior job as Community Program Manager for our external developerWorks community--I brainstorm weekly with my peers focused on social media and marketing on topics ranging from metrics to tactics to governance. What this brings is different perspectives on how internal and external collaboration consider business value and what they count as metrics.

For example, internally we have a closed, albeit large, population of users where we know all the individuals involved. Therefore our internal metrics can be focused down to the activities of specific groups and populations of individuals--we avoid getting down to specific individuals to protect privacy. In other words, we can get data on how all people in, for example, sales roles globally or even in a specific region, use social software applications. Externally however, the population is much more mixed and rarely do we have data per specifically identified people. This leads us to very different types of behavioral information: internally we can categorize users by their level of participation (zero, low, medium, high, elite) in our social environments, and then examine the actions or distribution of these members across the geographies. With the external environment, social media monitoring tools and services from other companies allow us to take the pulse of activity along different topics. We then have to infer behavior based on the level of interest in topics across the Web.

That is not the only intersection of course. Very often we have IBMers who are active in social environments within our company as well as externally in many different levels or roles in the company. They do this on a personal or even a professional basis for their own reasons but the key value is that they help to communicate ideas back and forth. There is no hard communications firewall or who is allowed to speak but we do have official blogs and sources, and social computing guidelines for all other employees.

Q: Can you talk about the evolving role of online communities at IBM?

Online communities have existed inside IBM in many shapes and forms for decades. The oldest began as instruments to share wide-scale announcements across business units, as well as specific interest discussions in newsgroups. We went from a multitude separate systems at the department level towards standard online community and collaboration services from the CIO’s organization.

Today most online communities and social computing systems are available commonly across our global intranet. It has changed from being regional discussions that isolated who was talking to whom to global venues. Local discussions and communities still continue of course, but there are no artificial borders for the majority of our systems.

Our challenge today is more in trying to figure out ways of working across the differences in cultures and attitudes: job-role specific cultures, geographical or national cultures, and generational cultures. This is ongoing work to learn and understand and, in my view, likely something that will never end. This challenge is what keeps communities isolated, whether in the physical world or online.

In the past two years, we have looked substantially into how social computing fits into many different core business processes. Using social media and computing for marketing is becoming quite common in many businesses. IBM applies social computing into our innovation process both internal and with customers to discover new opportunities, business areas or products to focus on through social brainstorming methods. We use it in many different steps of the sales process to mine and manage opportunities, work on request for proposals from customers, present and confer on options for customers. IBM Research uses it to prepare and present at conferences, investigate ideas for patents, and collaborate across research teams. We also use it to identify and discover skills and expertise across our 400,000 employees across the dozens of countries in which IBMers are located across the world. Even our HR and Learning organizations are investigating how to shift from formal classroom and module-based education to the informal mechanisms of online communities.

The general feeling is that social computing is now finding its way into improving the core way we do business, from everyday interactions to complex decisions. While the software is there to help us manage how we interact, the core issue is still on learning how to improve how people interact with each other to productive ends.

Q. What is the most valuable online community or social media touchpoint for IBM that provides clear and compelling value to both your customer and IBM?

I’d say its IBM developerWorks, our community for developers, designers and software users. We have about 7 to 8 million registered members who take part in the community, and learn from IBM as well as each other. In particular, I use MydeveloperWorks as the home for my external blog as well as some of the communities in which I participate. This customized Lotus Connections environment integrates the learning environment of developerWorks with its community mechanisms to present and distribute ideas. Members from IBM, our partners, customers and even non-customers create blogs, forums and other communities as relevant to the many topics covered in developerWorks.

To IBM, it serves to support the many topics around the different technologies and products across the IBM software portfolio, as well as serve as a channel towards becoming product users. While this community is not filled with marketing messages, the marketing groups provide offerings to the members, and track these tactics, thereby integrating the online community alongside the other standard marketing processes in the company.


Q: What role do you feel online communities play for businesses, in the context of the current economic environment?

I think people across the world have now solidly felt the impact of adversities to the vast network of business factors as a result of globalization. Now more than ever we are interdependent of each other, and our successes depend on how well we work with our relationships and how we deliver to them. Online communities are a manifestation of these relationships, allowing us to feel the pulse of the community as it happens. The advantages that online environments offer relative to their offline counterpart is a wider scale of relationship networks, faster communications out to your network, and better tracking of your history of interactions. If you’re not participating in the online communities that matter to your business, then you become that person at a party who’s perennially asking “What did I miss?” This impacts your character and your brand both as an individual and per the organization you represent.

Regardless of the economic environment, online communities are also the trend towards a new approach to working with people both within and beyond the organization. Gary Hammel refers to this as Management 2.0 but that word, “management” itself is a legacy artifact. Rather than hierarchical reporting structures in most organizations, it is closer to partnerships with individuals both on your team and outside it. This trend towards partnering depends strongly on influencing opinions and shepherding ideas to get results; quite different than handing out assignments. It also applies to different models of conducting tasks or projects and knowing what approach works in each model. The structure of such institutional changes and business models are the core of my book Social Networking for Business (Wharton School Press, 2010).


Q: What advice would you have for a beginning community manager?

Community management is both a learnable skill and a personality trait. The best community managers (CMs) that I know have survived the long term are active listeners, strong relationship builders, and see themselves as a voice for the members. They are resourceful people and always looking to find ways how members can help others rather than trying to be gatekeepers or central clearinghouses of information. CMs generally “work” for the sponsor, whether officially or otherwise. They voice the ideas, feelings and pulse of the community to the sponsoring organization, but they are also not “willows” who bend entirely to the will of the community.

As a new CM it is important to understand not just how you are to serve people, but also what you need to produce or deliver and how to measure them. If these are countable in distinct ways, then you have a way to capture metrics. Otherwise, if these are qualitative ideas and results, then you have relevant stories that may be representative or repeated across the community. My suggestion when it comes to metrics is to look for repeatable ideas or artifacts relative to what your community is doing. They should be meaningful towards delivering the end business goals, even if they are only parts of the whole picture.

Again, Rawn's book "Social Networking for Business" is available at Amazon and other booksellers.

The Online Community Unconference East will be held February 10th in New York City. To learn more about the event, or to register, go here: http://ocue2010.eventbrite.com/ .

So, how does this Unconference thing work?
The premise of our Unconference series is that the best source of information on online communities and social media is the community of practitioners actually doing the hands on work. The Unconference format provides a venue for participants to lead discussions about topics they are most passionate and knowledgeable about. At the end of the day, attendees walk away with new ideas, perspectives, and a long list of new professional connections.

One of the most amazing parts of the day at our Unconferences is the topic selection process. Our Unconference uses the organizing principals of Open Space Technology to create the event agenda. Said another way, the topics discussed during the day are suggested and lead by Unconference attendees. At the start of the morning, any attendee who wishes can come forward, announce a topic, and claim one of the 50+ open slots on the grid.

Attendees announce session topics


The agenda begins to form


Within about 35-40 minutes the grid fills up with topics


Once all the topics are announced, we begin the Unconference sessions. The agenda grid plays the role of gathering place and ideamarketplace throughout the day, as attendees come back to the agenda to check for any updates, changes, or new sessions.

Outputs
If you would like to see an example of the great content that comes out of an Unconference, please check out a few of these resrouces:

• The Online Community Unconference 2009 wiki
  
• The The Online Community Unconference East 2009 wiki
  
• The Online Community Unconference 2009 Book of Procedings (.pdf)

I would encourage you to spend some time looking through the session notes and the book of proceedings, as there is a lot of great content.

Pictures from the Online Community Unconference East 2009


Again, to learn more about the event, or to register, go here: http://ocue2010.eventbrite.com/.

Last Friday, Jeremiah Owyang had a simple question: Is there a national day recognizing the work of Community Managers? The question spawned a conversation, which spawned a proposal for the day of recognition:

That days is today. Happy Community Manager Appreciation Day!

Every fourth Monday in January will be Community Manager Appreciation Day.

Community Managers have a challenging and exciting role. One the one hand, they are called on to be the personification of their organization to the online communities that they manage. One the other hand, they are also charged with being the advocate for the community back to the organization. Sort of like a benevolent double agent. The role of the community manager is evolving quickly as well, and we are starting to see the “swiss army knife” aspects of the role mature in to distinct roles on the community team: community product manager, moderator, internal community manager, social media manager, social ux designer, and many more disciplines.

We should take time to celebrate the folks doing the hands on work of shaping, supporting and nurturing online communities.

Background about Community Manager Appreciation Day from Jeremiah’s blog:

Now, Recognize A Community Manager, Every 4th Monday of January
While we agree with common manners to always thank someone after they’ve helped you, just take a moment to pause.. and think. Why would someone willingly go through the above mentioned challenges? Because of their passion to improve the company, and help customers have a better relationship. In many cases, a genuine ‘thank you’ can mean more than a yearly customer satisfaction survey. Take the time to recognize and thank the community manager that may have helped you while you during your time of need.
If you’re a customer, and your problem was solved by a community manager be sure to thank them in the medium that helped you in. Use the hashtag #CMAD.
If you’re a colleague with community manager, take the time to understand their passion to improve the customer –and company experience. Copy their boss.
If you’re a community manager, stop and breathe for a second, and know that you’re appreciated. Hug your family.
This isn’t just about a single role, but a bigger trend of making product and services more efficient, and thereby our world a little bit more efficient and sustainable.

I happily endorsed this proposal along with the following community leaders Jeremiah pulled together over the weekend:

Connie Benson, Rachel Happe, Jake McKee, Sean O’Driscoll, Lane Becker, Dawn Foster, Thor Muller, Amy Muller and Jeremiah Owyang.

This post is part of an ongoing series about developing an online community strategy. As a reminder, all posts will be tagged #ocb2b In my last post, "The Strategy Team & Goal Definition" I discussed the importance of identifying internal stakeholders for a community, getting the stakeholders engaged, and the process of defining initial goals for the online community strategy. In this post, I will discuss the crucial role of member research in creating a successful community strategy. In the most basic form, a community strategy is a balance of an organization's goals and member (a.k.a customer) needs. Note: I will be using the terms "member" and "customer" interchangeably in this post. I will also use the term "member" as a placeholder for current and potential members of a community.

Why Conduct Member Research? Conducting member needs research as part of the strategy development process brings the voice of customer to the center of the strategy, and helps create a lens through which to focus your community building activities. Specifically, member research can help answer questions like:

• What are member's expectations of you / your organization as a community host?
  
• What role should you play as host, and what community activities should you facilitate?
  
• What types of content and features should be present in the community?
  
• Should the community be an "on domain" destination, or should the community presence extend on to other sites, like Facebook?
  
• What types of members does the community want to include?
  
• What type of culture does the community need to thrive?
  
• What activities are members prepared to participate in that will directly or indirectly benefit the host?
  
• What types of marketing and advertising would members find acceptable?
  

Techniques for Conducting Member Research: The process for conducting member research is straightforward: decide on the appropriate techniques given your budget, recruit subjects, conduct the research and analyze the results. Great places to recruit research subjects:

• Your existing community
  
• Your blog
  
• Your corporate web site
  
• Partners
  
• Newsletter mailing lists
  
• Customer Conferences
  
• Independent communities about your product or in your market or topic area
  
• Facebook or Linkedin groups about your product or in your market or topic area
  

One on One Interviews
One on one interviews can be conducted either in-person or over the phone. The key ingredients are a customer, an interviewer, a notetaker and a simple interview script (a sample can be found below). Interviews can be as short as 30 minutes, and generally should last no more than an hour (in our experience). In my experience, a minimum of 5-6 interviews will yield useful themes and give good data for strategy direction. If your community will serve many different products, market segments or customer types, a good rule of thumb is to try and do interviews with at least 3 people from each segment, if possible. One on One interviews can also be augmented nicely by a follow up online survey to a larger group, in order to drill down further on issues uncovered in the initial round of interviews.

Group Sessions
Another great way to get feedback, and to get a lot of feedback at once is to conduct a group feedback session. This is similar to the one on one interviews, except you are guiding a group of members through the script, as opposed to just one. Involving multiple subjects at once increases the complexity of the process, so be sure to have someone skilled at facilitation leading the session to keep the conversation on track (per the script), as well as to ensure that all participants have equal air time to give their opinions and feedback.

Online Surveys
The fastest, and often lowest overhead way to get member feedback is to create a short online survey to send to research participants. Online surveys are really great at getting quick quantitative feedback, and the results (depending on the tool) are fairly easily to analyze and study. A few issues with online surveys are that the quality of the results depends on the quality of the questions, and in particular, thinking through appropriate choices for multiple choice questions, and also creating effect write in questions that will yield helpful qualitative feedback.

In most cases for the community and social media strategy work I do at Forum One, I will generally conduct a set of 7-10 One on One interviews with community members, and follow up with an online survey to at least 100 community members.

Questions to Ask During Research There are essentially 3 overarching questions you want to answer as an output of member reearch:

1. What do community members need from you as the host? Ask questions that explore member expectations of your organization in the role of host. What are the member expectations around your level of participation, your effort in developing content, in fostering participation and your commitment to hosting the community long-term?

2. What do community members need from each other? Explore what community members might desire from interactions with other community members. This could range from knowledge sharing, to providing mentoring, to ongoing professional or personal support.

3. What can community members contribute? It is important to understand what ways community members are capable of, prepared and willing to participate. Participation could include sharing domain expertise, offering content samples, answering suport questions, or even just participating in casual online conversation. In order to answer the key questions, you will need to ask a series of baseline demographics questions (for context), as well as exploring each of the three key questions in a more granular way. A sampling of questions that can be used to create a script or facilitation guide are included below. Sample List of Interview / Survey Questions:

• Name, organization, title, a brief role description
  
• What information sources do you rely on (relating to the topic of the community)?
  
• What groups (on/offline) are you a member of (relating to the topic of the community)?
  
• What products / services do you use (relating to the topic of the community)?
  
• What is the biggest challenge you face in your day to day work (assuming this relates to the topic of the community)?
  
• How satisfied are you with the level and type of communication you have with organization x?
  
• Do you currently participate in any of the following social media activities: blogging, discussion forums, facebook, twitter, youtube etc (shape the list based on your audience)
  
• What information, insight or content do you want to share with other customers?
  
• What kinds of information would be helpful for other customers to share with you?
  
• If organization x were to offer the following content or features, please rate how useful each would be to you: discussion forums, expert Q&A, tutorials & tips, video previews, customer blogs, etc.
  
• Would you be interested in connecting with other members at local, in-person events?
  

A Note About Being "Member Shy" I continue to be surprised at the lack of member research in many community strategy projects. Even for organizations that are highlighted as examples of "getting it", there are still cases where the community wasn't engaged in research about a major platform change, feature enhancement or policy shift (facebook privacy anyone?). In many cases there seems to be a real fear (or at least discomfort) in connecting 1 to 1 with customers. Fear could be rooted in the ability to have meaningful interaction at scale, the overhead associated with regular contact, or the lack of an evolved organizational culture that encourages this type of interaction. Any community strategy development (or refinement) initiative requires the input and direction of the members. I've seen investment in member research pay off consistently, just as I've seen the severe cost of not conducting member research hamper or sink many community projects. In short: Want to know what your members want from their online community? Just ask.

This post is part of an ongoing series about developing an online community strategy. As a reminder, all posts will be tagged #ocb2b

Define Business Goals and Objectives
As I mentioned in my previous post, the recommended first step in developing (or refining) your organization's online community strategy is to answer the question: What are you, as an organization, trying to accomplish? I acknowledge that this is a simple, but loaded, question. Answering the question of Organization intention is 1/2 of the equation for a successful community strategy. The other half of the equation is understanding community member's needs and predisposition, which I cover in the next post in the strategy series.

Generally, an executive taps a strategy lead to help develop online community initiatives at an organization. In some cases, the strategy lead actually rises out of the ranks to propose direction to the executives. In both cases, there are two essential roles:

• Sponsoring Executive: The C-level or SVP that is the champion of community & social media in the C-suite. This is often the CMO, the VP of Marketing, or VP of Support.
  
• Strategy Lead: The person charged with directing strategy development from kickoff through launch or annual engagement planning.

Said another way: The Sponsoring Exec has the financial and political capital to fund the community initiative, and the Strategy Lead executes research and planning necessary to create the community strategy.

Next, the Strategy Lead forms a core team to facilitate discussion with the extended stakeholders around the following topics:

• the intention in engaging the community;
  
• the potential value the organization hopes to create for itself and its customers;
  
• the risk associated with engaging, including worst case scenarios;
  
• the overhead, including headcount, budgets and staff time;
  
• the level of readiness to participate, and the required culture change to be successful

Identifying and Engaging Internal Stakeholders
The current definition of stakeholder on wikipedia describes the role of stakeholder as "... a party that affects or can be affected by the actions of the business as a whole." Given the inclusive nature of many social media and community efforts, an argument could be made that everyone in the company is a stakeholder in the strategy, and in a sense, that is true. In order to actually get work done, you need to trim the list a bit, down to relevant and representative stakeholders that represent key roles and departments affected by, or expected to contribute resources to the community.

A list of likely internal stakeholders includes:

• Marketing: Representatives from brand, field and demand generation;
  
• Web Team: User experience, analytics, content and technical / development resources;
  
• Product: Product management, product marketing;
  
• Support: The manager of any existing support forums, knowledgeable, as potentially a representative from technical writing;
  
• HR: HR representatives to help develop participating policies and guidelines;
  
• Legal: to develop policies and guidelines, as well as terms of use;

Process: Kickoff, Work Sessions, Interviews and Synthesis
So, how does all of this actually come together? I've used the following process on the job at my former employer Autodesk, as well as in our services practice here at Forum One. The process starts with a kickoff meeting, continues with individual interviews with key stakeholders, includes follow up working sessions with a core team, and concludes with analysis and synthesis of all of the inputs by the Strategy Lead.

Kickoff: A meeting is convened by the Strategy Lead, and usually includes the Executive sponsor as well as key internal stakeholders. The group is generally no more than 5-7 people. The kickoff usually lasts 2-3 hours, and covers:

• Project scope, participant roles, and communication protocols;
  
• Review of the current state of online community and social media activities (if any);
  
• Discussion of potential goals for the community strategy, related to organization's mission and annual goals;
  
• Potential sources of value from online community engagement, including qualitative and quantitative measurements;
  
• Recent customer research and/or feedback;
  
• Existing customer community touchpoints & activities (blogs, facebooks groups, etc)
  
• Possible Inluencers / Lead users in the community ecosystem (bloggers, Twitter pundits, etc)
  
• Discussion of additional stakeholders to involve;
  
• Discussion of potential risks;

Stakeholder Interviews:
After the kickoff, interviews with key stakeholders are held to take a deeper dive in to the questions explored in the kickoff meeting, and also to give the stakeholder "airtime" to state requirements, explore ideas and express concerns. The interviews can be done face to face or over the phone, generally last between 30-45 minutes, and are conducted by an interviewer, with backup by a note-taker. Depending on the size of the extended stakeholder pool and the complexity of the project, I generally try to do at least 8 stakeholder interviews. As an augmentation to the in person interviews, I've also done an online survey for stakeholders that is based on the interview script. This is a good way to reach a wider audience and get a large set of quantitative and qualitative data.

Work Sessions:
In addition to the kickoff, there are generally 1-3 work sessions to review and refine key points from the discussion in the kickoff meeting. These additional working sessions are a great place for brainstorming potential community features and engagements, and to discuss examples of online community and social media from competitors, leaders in the industry, or shiny object examples outside of your industry. The outputs of the work sessions are analyzed in the Synthesis phase.

Synthesis:
The outputs of the kickoff, working sessions and stakeholder interviews are analyzed by the Strategy Lead, and summarized in to a working strategy brief (typically a word doc). The key elements of the brief generally include:

• A statement of purpose or intention for the online community strategy;
  
• Business goals for the online community initiative, ideally showing support of organizational mission and goals, and with initial metrics of success;
  
• Key findings from the stakeholder interviews (which will have informed, and ideally support, the two points above)

Next Up: Member Needs Analysis
As I mentioned at the beginning of the post, the Organization's goals are half of the equation for a successful community strategy. The other half is obviously assessing the needs and predisposition of the community. In the next post in the series, I will talk about how to find and solicit feedback from potential (or current) community members, and what to do with that information.

The topic of online community strategy is one of the things that occupies a large chunk of my mental cycles. I've written about a pretty basic process and framework a few times over the years, and I think the baseline concepts have held up well. You can read a couple of relatively recent posts here (I'd love to hear your thoughts):
How to Develop a Community Strategy
Holistic Community Strategy

Why am I Doing This?
I'm very passionate about the opportunities that online communities and social media bring to the table, and I've had my fair share of real world experience (10+ years), but the primary reason I want to write this series is pretty simple:
Organizations are still challenged with setting strategy. From our efforts with the Online Community Research Network, we still see that only about 25% of our participant organizations have a comprehensive community strategy in place.

Over the next few weeks, I will explore the following topics, offering my own opinions and insight, data from our ongoing community research, as well as other relevant content from experienced community-building professionals. I'll also try to post as many templates that I use (or can borrow), where appropriate. In short: I'll be posting, you will be adding to the discussion, and we will all (hopefully) be making our day to day community practices a little better. I hope that sounds like fun

The Topics
The topics, which generally follow my strategy development process, will be:

1. Goal Definition:
How to assemble an internal stakeholder team and facilitate definition of business goals for the community.

2. Member Needs Research:
Processes and techniques for engaging community members in a process of discovery and conducting member "needs" research.

3. Social Media Ecosystem Research:
Methodology for conducting a discovery exercise of the relevant parts of the social web to find out where your community (or potential community) is already working and playing.

4. Designing an Online Presence Architecture (with a hat tip to Chris Brogan):
Factoring the goals of the business, the needs of the members, and the opportunities in the social media ecosystem to create a presence architecture that maps out where to focus engagements.

5. Engagement Planning:
How to develop content & activity plans for the community, including
–Where: to engage (home, outposts)
–Who: responsible party
–How: specific activity
–When: frequency of activity
–What: expected outcomes (prototypical metrics!)

6. Community Platform Selection:
Guidance on how to select a community platform, along with recent ratings for major platforms.

7. Management & Moderation
An overview of the important and evolving role of the Online Community Manager, building an online community team, and best practices on moderation.

8. Metrics & Reporting
What metrics to collect, what they tell you, who to report them to, and how often.

9. Policy Creation & Roll-out
How to develop community and social media policies that fit your organization, and how to deploy them.

10. Governance
Creating a governance structure in your organization, keeping exective stakeholders informed and engaged, and achieving the right balance of of inter-departmental communication and guidance.

11. Superusers / Elites
A review of the best superusers programs, with a focus on process, identification and incentives.

Again, I would LOVE your feedback on the topics above. My goals is to write an article a week over the next 12-14 weeks. Each article will be labeled "Back to Basics", and will be tagged #ocb2b