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Social Business at Grundfos, presented at SAP Social Event Oct 1, 2013
 

Social Business at Grundfos, presented at SAP Social Event Oct 1, 2013

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I presented at a SAP Social event in Copenhagen on October 1st 2013, on the topic “Social Business at Grundfos”. These are the slides, but they make of course more sense when you here me speak. It ...

I presented at a SAP Social event in Copenhagen on October 1st 2013, on the topic “Social Business at Grundfos”. These are the slides, but they make of course more sense when you here me speak. It is mainly focused on use cases where SAP and/or partners are the main components, since this was a SAP CRM event.

In short about Social Business at Grundfos
Grundfos recent years high focus on becoming a Social Business stems mainly from the CEO’s vision that “everyone should be working as under one roof”, which in term has led to the creation of a “Grundfos Global Working Culture” initiative, with assigned resources and budgets.

The Global Working Cultures goal is for Social Business strategies and methods to drive growth and innovation for Grundfos, and speed up strategy execution capabilities. And we do this by making it normal to engage actively and openly in a globally connected Grundfos – internally as well as externally – with the purpose of leveraging opportunities and ideas, collaborate effectively, and/or reduce inefficiencies.

Sounds nice, right?! Hmm…. agree, it is a bit MBA business gibberish. But on the other hand, there are both thoughts and actions behind the words.

Actually, if I may suggest one key take away from that mission statement, then it is: “making it normal to engage actively and openly in a globally connected Grundfos”. We have to move from a “closed by default” culture, to an “open by default”. This means, instead of always choosing who we send information to (by email), we move towards choosing when the communication should be private or to a selected audience. Think about it – it is a big shift – cultural, behavioral, and technical.

Well, enjoy the slides. I will work on having the speaking notes added to our socialbusinessjourney.com blog.

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Social Business at Grundfos, presented at SAP Social Event Oct 1, 2013 Social Business at Grundfos, presented at SAP Social Event Oct 1, 2013 Presentation Transcript

  • Social Business at Grundfos Christian Carlsson (@chris_carlsson) Global Working Culture & Social Business Presented at SAP in CPH, Oct. 1st 2013 http://socialbusinessjourney.com/
  • +1
  • Global Working Culture The Global Working Cultures goal is for Social Business strategies and methods to drive growth and innovation for Grundfos, and speed up strategy execution capabilities. And we do this by making it normal to engage actively and openly in a globally connected Grundfos – internally as well as externally – with the purpose of leveraging opportunities and ideas, collaborate effectively, and/or reduce inefficiencies.
  • The purpose of Global Working Culture is born out of Carstens Bjergs 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’. Grundfo s Suppliers & Partners Customers & Market
  • How we work
  • Global Working Culture & Social Business CONNECTIVITY • Improved cross company collaboration • Increased speed to expertise COST REDUCTION • Lower communication costs • Reduced operational costs • Reduced travel and meeting cost PRODUCTIVITY • Faster product development cycles • Shorter customer support cycles • Better decision making REVENUE • Improved global sales and marketing effectiveness • Customer satisfaction and retention Digital Literacy • Tool training • Collaboration Guide • Swartworker Social Business ProficiencyCommunication & Change Mngt. • Communication Plan • SocBiz & Community Maturity Assessment • Social Empowerment Programme • Lead Node Networks • 6 Social Media Skills for Leaders • Branded Online Communities • Virtual Leadership • Virtual Teams & Collaboration • Community Management • Global Virtual Events • Global Account Management and Social CRM Internal / External Lead • Social Business Intelligence Internal / External Lead • Intentional Social Empowerment Internal / External Lead • Social Media Marketing and Global Strategy Internal / External Support • Customer Service Communities Internal / External Monitor
  • Networked Organization Maturity Assessment Source: Community Roundtable
  • Case Q’s As an archetype, is the case INTERNAL or EXTERNAL Which results are we trying to drive? What change and internalization could we hope for? What could be some of the ‘PURPOSE’ key-words? How can all of Grundfos learn the best of these practices?
  • Local subsidiaries Global Account Management (SAP Jam) Objective • Better global account management • Improved global pre-sales collaboration • Easy and rich CRM integration Mother company 45 accounts 30 – 130 subsidiaries / account 1000+ sellers around the world
  • Social CRM 1/2 Challenge: a seller might have good connections to the parent company, but lacks insight and connection to subsidiaries
  • Social CRM 1/2 Case: using our internal network better might reveal connections that we didn’t know before
  • Social CRM 2/2 Challenge: one global customer is very silo based between it major regions around the world.
  • Social CRM 2/2 Case: Can a better connected and collaborative sales force make these silos more transparent? And can this result in better or new business opportunities for Grundfos?
  • Social Business Intelligence (Netbase) Reporting • Country, Bus. Unit • Theme/campaign Analysis • Findings • Influencers • Sentiment Processing • Adjusting • Cleaning Collection • Keywords, themes, campaigns • Listening Growing Social Business Intelligence Capability: • Identify the best Grundfos use cases • Generate insights that may create immediate value • Activate insights and enable organization • Integrate into Grundfos Social Business Strategy Pilot areas: • Brand monitoring • Topic research (e.g. Sustainability or Waste water) • Competitive Intelligence • Sales, Service, and Support
  • Social Business Intelligence (Netbase)
  • Case: Customer Complaint I broke the promise to myself that I would not give any more time to a Grundfos employee who was not authorized to approve a pump swap. Nice guy, but another 25 minutes of my life is gone, due to a sometimes heated discussion. He eventually said he would leave it up to the woman in charge of customer service, who is his supervisor. She has nothing better to do than deal with a pump mis-shipment? I still have heard from nobody in customer service, only the supervisor of technicians. Another week goes by... He once again tried to slide by me the possibility that UPS switched the pumps when they had a spill. Uh huh, UPS opened an undamaged box and removed the pump in it, replacing it with another one and then had the exact same tape as Grundfos to reseal the box? Talk to the president of the company...or have the local TV station trouble shooter talk to them! I'm not thinking they'd like their poor customer service broadcast all over the news. I feel your pain. There's little as frustrating as someone telling you that they 'want to help' in one breath and that 'there is nothing they can do' in the next. Not to mention the whole 'what you had that has worked for 25 years isn't what you need because we sent you the wrong thing...and it ought to work just as good....' That being said, I don't know how much you've looked into Grundfos Corp, but below is a link to the history and structure of the company (the second link) and another to their corporate web contact page. If I was in your shoes I'd be sending a message to every one of the contacts listed, regardless of wether they actually have anything to do with your problem or not. The way I have always looked at things the more people, and the more departments that know about a problem, the more likely someone in a position to really do anything will hear about it. Hello, I'm a Grundfos employee at the corporate headquarters in Denmark. Sorry to hear about the challenge you are having, I would like to help. Please send me your contact details to ccarlsson@grundfos.com. Alternatively you are also welcome to contact me either by phone +45-21541771 or twitter.com/chris_carlsson. Look forward hearing from you. 1 2
  • Social Business cycle Purpose Plan and organize Publish Listening EngagementAmplification Sales / CRM Support / Service Measurement Network overview Lead Node Network for Governance and Excellence Learn, adjust, iterate! External agencies Internal Help!
  • www.socialbusinessjourney.com …blogs about Grundfos’ Social Journey Read more on… Christian Martin Thomas
  • BACK-UP
  • Individuals drive trust and credibility
  • Every Grundfos employee can be an expert at something Factory worker Engineer Manager HR Executive Distributing or publishing content on social channels Leading expert communities Connecting experts and building relationships Recruiting, guiding and mentoring new employees Providing thought leadership on particular topics
  • ”Leading expert communities” Manager As I do this… • I act as a community manager, creating valuable dialogues and conversations with clients and prospects • I share mine and other Grundfos employees expertise with clients and prospects • I brand my self as a thought leader in my field of expertise, and actively grow my own career • I learn about challenges and barriers and make sure it receives the right attention • I channel new knowledge and insights back in to Grundfos • … and so much more!Engineer
  • Social Empowerment: Intentional network based employee enablement Governance: Policy and Guidelines The 10’s The 100’s The 1000’s iSOLUTIONS campaign, community managers, India “A drop of water”, Social Engagers connected to Social Listening, WU-blog, etc. Selected Thought Leaders and Executives SME’s, campaign resources, support people Socially Empowered Employees ExamplesThe numbers “Grundfos Select”, 1-to-1 coaching by assigned Social Business Manager Amplification (GaggleAMP), online training, “Brown-bag- lunches” Source: adopted from the “IBM Select” model Social Business Guidelines, Lead Node Networks, Grundfos SocBiz Council Social Business Manager No ghost-writing allowed Community Manager Selectio n Selfhelptraining 1-to1coachingandsupport Selfnomination Strategicselection Enablement Value