We just ended our weeklong meeting with the infrastructure, applications and design teams of our developerWorks. We have them once or twice a year bringing all the members of our distributed organization into a single physical location to talk about their projects, brainstorm, and engage each other in coordinating efforts.
This is our own internal community of developers and designers that help maintain and improve the extensive network of sites that is developerWorks, supporting over 5 million members, dozens of acclaimed topics, and many sites for other countries (locales). We call this collective "Scott McAllister's team" refering to the multiple teams and managers that report up to Scott. The event is our own Geek Week.
We have a whole other team of folks who do the great work behind creating our content on the many sites. That team is meeting at the end of February.
For my part, I talked extensively about our planned Community strategy, and the involvement of these teams. The plan is a holistic look at the evolution of communities, predicting what the next stage of evolution is, what that means to us in terms of future opportunities, what we should build, and even the next stages of what we could do.
Needless to say, Web 2.0 played a large part, but rather than in bits and pieces, I mapped out the overall solution that brings Web 2.0 to our whole site. I'd like to tell you the plan, but it's a secret. ;)
I can say that I get a number of people coming up to me and saying they really liked the presentation (gives me warm fuzzies :), some also wanted to know how they could get involved.
What I should say is that I had to consider what projects and experiments we were already considering and how it might relate to this plan. There are many smart people in our organization and many ways to interpret ideas. My strategy (behind the strategy) is to consider the many ideas and see if we can make good use of it in the overall plan. I like to be inclusive wherever possible.
That's actually much harder than it seems. For one, while we have a such a structure, we are not a strongly hierarchical organization (i.e., siloed) and have many cross-teams across the functional teams. This is not an unusual situation for many companies these days. One person may have different roles in several teams, so part of the time I'm trying to consider which role I'm talking to. We are also distributed across at least six different states in the US (not including the international teams), that makes it hard to just get appropriate time with people.
It's events like this week that greatly reinforce the "wholeness" of the team, as well as help spread ideas. It is a great offline community that most of our readers never hear about. It's when people connect that innovations--small or large--happen.