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Social Collaboration at Grundfos
 

Social Collaboration at Grundfos

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Presented at JBoye 2013 Conference in Aarhus on November 7th. Presented by Christian Carlsson and Thomas Asger Hansen, leading the Global Working Culture at Grundfos.

Presented at JBoye 2013 Conference in Aarhus on November 7th. Presented by Christian Carlsson and Thomas Asger Hansen, leading the Global Working Culture at Grundfos.

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Social Collaboration at Grundfos Social Collaboration at Grundfos Presentation Transcript

  • “When did you hear this?” “I think I heard it at J.boye in Aarhus, November 7th 2013” Guerilla Collaboration in Grundfos Thomas Asger Hansen (@thomasasger) and Christian Carlsson (@chris_carlsson) Global Working Culture & Social Business
  • Missing packages
  • Guerilla Collaboration
  • Collaboration in and around a Grundfos employee InSite
  • Socially Empowered Organization 18.000 x Opportunity The Organization in the Organization Public Community Manager Selected The 10‟s Thought Leaders and (some) Executives Social Business Manager SME‟s, campaign resources, support people The 100‟s Socially Empowered Employees The 1000‟s Governance: Lead Node Network, Policy and Guidelines Source: pyramid adopted from the “IBM Select” model
  • The purpose of Global Working Culture is born out of Carstens Bjergs (CEO) innovation intent: Grundfos needs to become a global organization where everyone works, collaborates, and innovates as effectively as if we were all ‘sitting under the same roof’.
  • Purpose and High-level Goals To drive business growth, innovation, and strategy execution, by making it normal to engage actively and openly in the globally connected Grundfos – internally and externally – with the dedicated purpose of leveraging opportunities and ideas, collaborating effectively, or reducing inefficiencies. Connectivity Cost efficiency ROX (Expertise) Communication costs ROE (Effort) ROT (Time to problem resolution) Meeting cost Faster product development cycles Travelling cost Examples Decision Making Quality E-mail use for problem solving can be reduced by 90 %. Increase in knowledge searchability and solution speed. The „Value Time‟ can be increased by 50 – 200 % for many business critical job roles. € Productivity Shorter customer support cycles Ideation and brainstorming in global teams will be produce better results without flying people together. Revenue Improved global sales effectiveness Improved customer retention Improved marketing effectiveness Internal Events can be implemented at 50 % cost or less. The Output Value of Internal Events can be Improved by 50 – 200 %. “The Ambition Chicken “
  • Networked Organization Maturity Assessment Source: Community Roundtable
  • How to Cook a Global Talent Event Ingredients    One travel curfew One (pretty sharp) Talent Manager 40 somewhat disappointed global talents  One demanding but supportive CEO A handful of skeptic EVP‟s   4 autonomous teams    Trust Timezone-surfing A kitchen with synchronous + asynchronous tools (collaboration platform)   WOL (working out loud) A few collaboration experts Recipe 1. Start planning as late as possible, e.g. 3 weeks before showdown 2. Make sure the CEO will be there to experience the event with his own eyes – success or failure 3. Define a strategic challenge which only 1/5 of the talents have a professional relationship with 4. Impose a seemingly unrealistic amount of time to solve the challenge 5. Make sure that you involve as many time-zones as possible 6. Make sure that at least half of the people don‟t know how to collaborate effectively with asynchronous tools 7. Provide a good looking stage-gate model: It is proof that in case of failure, the participants are to blame
  • How to Cook a Global Talent Event 2 iterations 48 hours = speed x3 Collaboration Platform: Intranet „V-drive‟
  • How to Cook a Global Talent Event - Outcome Normal ( ) and New Normal ( Low ) High Connectivity Cost reduction Productivity Revenue “In my team we learned new ways of global collaboration.” Strongly Agree 12% Agree 44% 44% 'Especially getting input from global stakeholders came out very efficient in this way of working. In 24 hours you could verify your global impact of your thesis‟. Agree somewhat Disagree somewhat Disagree 'A dedicated 48 hour effort cannot be scaled to daily work. The time window of collaboration is much smaller. The methods however should be scaled‟.
  • Key things to take away from this Be „first‟ on identifying what business needs. Embrace „black market‟ as useful identifiers. Promote one core set of tools and use-cases for global collaboration – insist on critical mass. Accept that „black market‟ collaboration can come in handy – be curious as to the „Why‟! Communicate what „white market‟ collaboration is - provide easy access to a single point of departure. Communicate why specific „black market‟ tools are black – the argument must hold! Communicate your (social) collaboration roadmap. No poor performing tool has ever prevented good collaboration – only lack of intent or skill has! Assess your #collab and #socbiz maturity. Embrace the fact that consumerization is always one step ahead of the enterprise. Embrace that only #culture can save you! Start with „Lead Node Networks‟!
  • Read more on… www.socialbusinessjourney.com Christian Martin Thomas …blogs about Grundfos‟ Social Journey