Wikimedia 2030/Process planning

From Meta, a Wikimedia project coordination wiki
Jump to navigation Jump to search
Correct.svg This page is currently a draft. More information pertaining to this may be available on the talk page.

Translation admins: Normally, drafts should not be marked for translation.

Wikimedia 2030 process[edit]

Overarching view of the Wikimedia 2030 process

The Wikimedia 2030 process seeks to guide the Wikimedia movement through fundamental questions and activities that will determine the future of the movement. The first phase of the process ("Phase 1") sought to answer the intention of the movement for the next decade; this led to identifying a shared strategic direction that answers the question "What do we want to do?"

The next step in the process ("Phase 2") is about figuring out how to realize that intention: How do we do it? What are the resources that we need, and what are the activities it entails? (Alternative: How can we create a culture of learning so that we can work out how to make the shared strategic direction real by doing and learning?)

Once there is a process for implementation, we can start executing on the strategy and evaluating it: this "Phase 3" will be a cycle of "Let's do it and transform" and "Is this working?"

It is important to highlight that the phases are about processes, not timelines. Phases are not sequential: they can run in parallel, and may also influence and change each other. This allows groups, individuals, and communities to advance at their own pace, without being rushed or slowed down by others. The same organization can also go through two phases concurrently; for example, it is possible to start executing experiments while still developing a more formal plan consisting of resources and activities.

Resources and activities[edit]

Resources and activities for the Wikimedia 2030 process

The main goal of "Phase 2" of the Wikimedia 2030 process is to answer the question "How do we implement the strategic direction", which means identifying the resources needed for execution, and the activities it involves.

Resources for Wikimedia 2030[edit]

As of October 2017, the Wikimedia movement has the following resources to work with:

  • The strategic direction
  • Current structures and capacities
  • Our current identity and brand
  • Multiple stakeholders
  • Significant funds
  • 15 years of self-organising learning and growing

The Wikimedia movement is currently missing the following resources:

  • A shared understanding of the direction, within the movement, within movement organizations, and with the general public
  • A shared understanding of who we are now as a movement, including how our systems work, what our strengths and weaknesses are, and how we see ourselves
  • A mandate to lead and an commitment to engage in good faith to plan for the execution of the strategic direction
  • A plan for integrating the strategic direction in the activities of movement actors
  • A plan for answering the "big questions" that will define roles, responsibilities, resources, and plans. This notably includes a plan for figuring out the revenue model of our movement, and a plan for executing and measuring our impact.

Activities for Wikimedia 2030[edit]

The following activities are currently envisioned for the Wikimedia 2030 process and the execution of the movement strategy:

  • Answering the "big questions"
  • Integrating the strategic direction in movement decisions, planning, and activities
  • Adapt movement culture to integrate the strategic direction
  • Figuring out the revenue model
  • Experimenting, measuring, and learning
  • Developing capacities

All steps will be designed as an iterative process, and will ensure regularly checking the strategic direction and its implementation against the reality in the world around us.

Phase 2[edit]

Intentions and activities for phase 2[edit]

Intentions and activities for phase 2

Phase 2 is about identifying resources and activities for the overarching Wikimedia 2030 process. Some resources are already available (like the strategic direction). Others resources need to be found or developed, like a shared understanding of the direction and of who we are now. The intentions for phase 2 derive from that need, and match the resources not yet available. Some of the answers might only be discovered through doing it, and it will need to be adaptive.

Intentions Activities
In Phase 2 we intend to... by doing this:
Build a shared understanding of the direction Communications to provide context:
  • External (partners in the ecosystem and general public)
  • In the movement
  • In organizations, notably in the Foundation
Understand who we are now Research & Analysis Capacity Mapping Make maps of the movement Do the inventory
Build a mandate / alignment Endorsements
Build a plan for integrating strategy Create an understanding of the direction by doing, because some of it will probably become clearer by acting rather than by clarifying. Create an environment where movement constituents can figure out which piece of the puzzle they can be when working towards the strategic direction. ...
Build a plan to answer the big questions Formulate and prioritize the big questions Figure out a process for answering each question e.g. build a plan for figuring out a revenue model Build a plan for experimenting and measuring ...

Big questions for phase 2[edit]

The big questions

In order to work towards our new direction with full potential, we need to create clarity and find answers to the following questions. Please note that this is a first collection of questions which need to be thoroughly formulated and prioritized before we can start working on them. For each question we will also have to figure out who should be at the table when answering them.

Roles[edit]

  • Governance and decision making
    • Q1: How are decision making processes in the movement set up?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A1a: Through traditional and new uses of electronics communication media. James Salsman (talk)
      • A1b: ...
    • Q2: Do we need a global decision making body or platform?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A2a: We have it whether we need it or not, based on the participation of everyone in every role. James Salsman (talk)
      • A2b: ...
    • Q3: What organizational and movement structures as well as governance models do we need to best work towards our strategic direction?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A3a: We need to firstly implement, and less importantly propose, more good proposals. James Salsman (talk)
      • A3b: ...
    • Q4: How do we find a balance between good governance and volunteer/ad-hoc engagement/motivation?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A4a: Response question: What is the advantage of working to balance the two instead of, for example, allowing the natural amount of each in accordance with the motivations of those in each role? James Salsman (talk)
      • A4b: ...
  • Affiliate roles
    • Q5: Is the current affiliate model best suited to help us move towards our strategic direction?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A5a: ...
    • Q6: What are the blockers in terms of structure and how can we overcome them?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A6a: ...
    • In what way do we need to be the same and what different?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A7a: ...
    • What are the blockers in terms of structure and how can we overcome them?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A8a: ...
  • WMF role
    • What is the role of the WMF, for example in terms of global representation, support and empowerment?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A9a: ...
  • Communities'/Contributors' roles
    • R1: Create a common understanding of terminology: Movement, Mission goals, metrics, community etc.
      • Is this request properly formulated?
      • What is the priority of this request?
      • Who should do this?
  • Committees
    • Do we need committees to move forward in our new direction? If yes, what types of committees?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • What are the roles, duties and qualifications we need in/for the committees?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • Oversight, Governance, Support; how do we find and best support members with these competencies?
  • Partners & users
  • Donors
  • Readership audience
  • Critics
  • Students
    • Learners
    • Beginning editors
  • Developers
  • Sysadmins
  • Facilities, operations, and support staff
  • Liaisons
    • Public policy, governance, and legal
    • Industrial affiliates
    • Communications
    • Community support
    • Education programs

Responsibilities[edit]

  • Who does what? (within Wikimedia and our broader ecosystem)
    • How do we share global vs. regional vs. thematic responsibilities across the movement?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • Who is good/predestined at doing what? Who operates in a context that is advantageous for doing x? Who should stop doing y?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How can experimenting and adjusting be encouraged and supported?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How do we share tasks, responsibilities and power among the major players in our knowledge ecosystem? How can we grow from a system of organizations and communities into a real movement for the free and open together with our partners and allies from the different sectors?
      • Are these questions sufficiently formulated?
      • What are the priorities of these questions?
      • Who should answer these questions?
      • Answer(s): we proceed by whomever takes initiative, which is then reviewed on the same terms and ideally improved further, or endorsed or opposed. James Salsman (talk)
  • Ownership, accountability
  • Leadership
    • Q: If leadership means setting conditions for others to be successful, or setting curbs instead of railway tracks, what can those be and how do they work?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Supplementation of traditional metrics with new proposals for improvement can achieve such curb-setting. James Salsman (talk)
  • Collaboration (global, regional, local, thematic)
    • Q: How can we live up to really becoming a global movement? We do not only need representation in every country of the world, but we need collaboration and strong connections between all these entities.
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: We already are, but our leadership needs to raise the conversation to the next level by challenging global leaders to make concrete improvements already in their grasp. James Salsman (talk)

Resources[edit]

  • Revenue
    • Q: What resources do we need to successfully and as a movement move towards our new strategic direction?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • Q: How can we generate these resources? Who can generate these resources?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A(s): Those means are progressing satisfactorily or better with traditional approaches. James Salsman (talk)
  • Dissemination of funds and grant-making bodies
    • Q: How are the resources distributed across the movement (which criteria apply, who decides and distributes, who receives/is eligible)?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Tried practices should be evaluated by most successful outcomes. James Salsman (talk)
    • Q: Which values and principles guide our grantmaking?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Grantmaking needs to have a firmer commitment and more direct support of the Mission. James Salsman (talk)
  • Evaluation
    • Q: What makes us successful when moving towards our new direction?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Achievement of measurable goals. James Salsman (talk)
    • Q: What is our evaluation approach?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Metrics review. James Salsman (talk)
  • Learning
    • Q: How can we build peer support, shared learning and partnership structures (bottom up vs. top-down, collective impact)?
  • Support and capacity building
    • Q: What support/empowerment structures do we need (global, regional, thematic?)
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Most if not all existing approaches are satisfactory or better, with varying levels of room for improvement. James Salsman (talk)
    • Q: What is our approach for capacity building?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: This strategy process planning. James Salsman (talk)
    • Q: What are the underlying assumptions and values?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
      • A: Those embodied in the Mission. James Salsman (talk)

Plans[edit]

  • Cultural shift, changes
    • What needs to change in terms of culture?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How can these change processes be supported?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • What are the current conditions, which do we want to replicate, how do we let others go?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How do we remain flexible enough for the always changing world around us?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How do we ensure that we work along our values, ethics, and consensus, while being aware of a natural reluctance to change?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
    • How can we translate the values from our strategic direction into action, and assure that that everything we do considers equity, social justice, safety etc.
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
  • Growth
    • How do we foster and facilitate the growth that the new direction leads towards?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
  • Events
    • How can events best support us on our way towards 2030?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?
  • Do stuff
    • Start planning, implementing and actually working towards our new direction.
      • Is this request sufficiently formulated?
      • What is the priority of this request?
      • Who should do this?
    • Will we start with old business prior to new tactic formulation?
      • Is this question sufficiently formulated?
      • What is the priority of this question?
      • Who should answer this question?

Resources for phase 2[edit]

Overarching question: What resources do we have for phase 2 and what do we need to achieve the aforementioned plan in phase 2?

To successfully transform our movement in the near and distant future we will leverage the resources we have gathered throughout our history and in Phase 1. To prepare ourselves for the changes ahead we will need a variety of resources we do not currently possess. Below you will find an initial outline that shows what we have and what we don't yet have in order to execute on phase 2.

Resources for phase 2

What we have:[edit]

What we need:[edit]

  • Expertise
    • Wikimedia movement: We need individuals who have an intimate knowledge of the inner workings of the Wikiverse.
    • Movements: We need outside expertise from those who have studied and understand social/political movements.
    • Cultural competencies: To understand and support the change process, we need expertise in different cultural and language contexts, capacity levels, forms of knowledge, and understanding of our similarities and differences.
    • Capacity Building: Expertise and people who understand the dynamics of building capacity of organizations and groups in a movement context.
    • Non-profit & organizational design, planning and development: We need outside expertise from those who have built and designed non-profit organizational structures at different levels.
    • Survey metrics: As well as the pageviews, coverage, and related statistics that can be derived from project databases, we also need periodic survey metrics of reader, donor, community and partner preferences to inform our goal-setting.
    • Systems & models: We need outside expertise versed in systems thinking and able to recommend models from various disciplines to better understand the Wikimedia movement.
    • Revenue: We need both internal and external support to develop sustainable revenue models for the movement and its entities.
    • Impact & learning: We need to value and develop measurements for our impact and also learn from what is and is not working.
    • Groupthink prevention: We must build a diverse team, which will build in alternate viewpoints and avoid groupthink.
    • Storytelling: We need expertise to tell the story of the Wikimedia movement and change narratives to execute on the direction.
    • Product & program strategy: We need expertise in developing a cohesive and sensible product and program strategy at the foundation level and at at the movement level.
    • Business models, corporate development
  • Talent/Capacities
    • Project management: We need talent to manage the project resources and ensure deliverables are met.
    • Brainpower & sensemaking: We need analytical and critical skillsets to assess the complexity of our movement and project.
    • Project leadership: We need empowered leadership who can make decisions.
    • Wikimedia Foundation internal relationships: We need to foster relationships within the Foundation and facilitate strategic discussions.
    • Movement relationships: We need to foster relationships within the diverse set of communities that make up our movement.
    • Open Ecosystem relationships: We need to build and maintain relationships with external partners and leaders who have a vested interest in our success.
    • Administration: We need administrative support.
    • Translation: We need translators to ensure the access and participation in this process by many people in our movement.
    • Data analysis: We need data analysis to help support decision making.
    • Communication: We need communicators to write compelling and clear documents and create other communication artifacts.
    • Recruitment: We need to recruit the talent and expertise who will fill the needs listed above.
  • Logistics
    • Travel: We need to travel to increase the throughput of interactions within this process, and to meet with groups and people from the movements.
    • Events: We need to organize and participate in events to further our goals and community development. We need to find the most impactful mix of online and offline collaboration.
    • Affiliate grants: We need affiliate grants to support movement leaders in organizing local events to advance the process.
  • Agency/empowerment: We need to be empowered to make decisions and the authority to execute on plans.
  • Trust and relationships: We need to keep and improve trust on the personal and organizational levels.