The Grundfos Community Planning Guide
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The Grundfos Community Planning Guide

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This is a version 1 of our Grundfos Community Planning Guide, to be used either in a workshop or by individuals who are interested in making sure a new community (e.g. a Yammer Group) is successfully ...

This is a version 1 of our Grundfos Community Planning Guide, to be used either in a workshop or by individuals who are interested in making sure a new community (e.g. a Yammer Group) is successfully created and managed.

Comments, suggestions and feedback is much appreciated, since we hope to evolve this "guide" both in content, context, and availability (e.g. as an online tool).

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The Grundfos Community Planning Guide The Grundfos Community Planning Guide Presentation Transcript

  • “Grundfos Community Planning Guide” Thomas Asger Hansen (@thomasasger) & Christian Carlsson (@chris_carlsson) Global Working Culture & Social Business
  • Your steps to a successful Grundfos Community Purpose Map to value Old vs. New Behavior Executin g Evaluate and Iterate
  • What business challenges are you trying to address? Example of a business challenge: “Our competitors are launching digitized products, which we thought they would not bring to market until 2017. Reports are that our existing customers are seriously considering to buy the competitor product.” Purpose View slide
  • Based on your key business challenge(s), what would your purpose of launching a community be? Example of a purpose: Identify and remove barriers, and come up with solutions that enables us to develop digitized products three times faster than today. We will achieve this by connecting the right network of people and measure the output of their collaborative effort. Example of a non-purpose: We need more collaboration and networking between people. Purpose View slide
  • Here are a couple of Business Value Ideas. Which one or ones apply to you? For companies that want to drive team productivity through collaboration across functions and geographies. TEAM COLLABORATION For companies that are looking to drive engagement across their employee base by helping them find the right experts, share best practices and drive corporate communications. EMPLOYEE CONNECTIVITY & ENGAGEMENT For companies that are going through change via re-organisation and realignment, M&A, are launching new products, and/or need to drive sales effectiveness. BUSINESS AGILITY For companies that are looking to augment or integrate their existing technology investments and business applications, and replace/ consolidate outdated systems onto one platform. INTEGRATED ORGANIZATION Map to value Adopted from Yammer (2013)
  • Here are some benefits you could anticipate! Which one or ones would you choose to go for? Map to value
  • It is now time to more in detail explain why, what and how you will achieve success. Your role …… answer HOW to achieve something, taken from „Purpose‟. AS A: I WANT TO: Actions which explain WHAT you are going to do to achieve this, i.e. your action plan FOR THIS, I NEED TO: Criteria and metrics to measure the success of the use case against I WILL MEASURE SUCCESS BY: Specific Yammer activities to achieve what you need to do YAMMER CAN HELP ME BY: Map to value Adopted from Yammer (2013)
  • AS A: I WANT TO: FOR THIS, I NEED TO: I WILL MEASURE SUCCESS BY: YAMMER CAN HELP ME BY: Map to value Your turn.
  • “When we see inefficient processes we are not inclined to suggest an improvement because we think that is not our responsibility” “If we see an inefficient process we feel comfortable suggesting an improvement in a relevant group or all company feed in Yammer and feel empowered to ensure that an improvement is implemented” Old vs. New Behavior Normal The new normal Changing old behavior to new takes time and a lot of hard work by everyone. Continuously communicate with the community (offline and online) about success, challenges, activities, etc. Practical tips to begin to make the shift: When you post what you want people to do, also post why you want them to do it, so they can understand the context; listen to and see what employees are talking about; etc. Stories of employees that are already on the journey of shifting to working this way Supporting detail for everyone to draw upon (possibly for event/education/webinar/video/etc): why shift (how does it add value); how to shift; how do you know if you‟re being successful; etc. Typical drivers that can facilitate the change to a “new normal” Adopted from Yammer (2013)
  • Your turn. Define 2-3 “Normal” and “New Normal”. And consider what needs to be in place to facilitate the change. Normal The new normal Old vs. New Behavior
  • What resources do you have/expect to have to make this shift to a new way of working? Resources can be many things: • Communication channels, like current networks, email lists, and events • Budgets • People, like community manager (highly important), executive‟s, network/proposed community members, etc. Executin g
  • Prospects Known stakeholders A community is a network of people sharing the same interest in a specific domain or topic. Analyzing that network can help you understand personal drivers, locate ambassadors, barriers, etc. Executin g Example: potential Renewables Community and why people would participate Core Water Utility Group (5 people) Driven by the business challenges BD Product Group (15 people) Driven by the business challenges Renewables Senior Ambassadors (~15 people) Driven by their pure interest and willingness to help Local sales (150+ people) Already knows about the Renewables sales opportunity and that it is growing, want‟s to learn more how to capture it BD Marketing Have important messages to the community, and would like to listen and learn General Yammer Adoption/Maturity Low Medium High Local sales (500+ people) Does not see the sales opportunity yet, but as the market and the product matures, the demand will increase Barrier: will require extensive training as well as Executive buy-in Resource: one highly skilled Yammer advocate Proposed Community Manager Jennifer Smith
  • Your turn. Do a brief analysis of your network. Executin g Prospects Known stakeholders Core Proposed Community Manager
  • General time plan, example. Month 1 Month 2 Month 3 Month 5Month 4 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Planning and start-up phase Growth phase Value phase Executin g -Identifystakeholders -GetGMsponsorship -ClarifyPurpose Coreteam Launch SalesUser Training Firstsuccess studyand communication 1/4baseline metricreached -Championstraining -BusinessValue/ UseCaseDefinition Keystakeholder valueworkshop 1/2baseline metricachieved Fullbaseline metricachieved Global Launch Keystakeholder valueworkshop Additionalsuccess stories Adopted from Yammer (2013)
  • General time plan, your turn. Executin g Month 1 Month 2 Month 3 Month 5Month 4 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
  • Principles of Successful Community Initiative – please consider. Community in general □ Have a clear purpose for your community □ The community should tackle a real business challenge and have a tangible outcome that can be measured □ Have an open community to allow discovery and collaboration □ Clearly state the value for employees participating (“What‟s In It For Me?”) □ Every member must know what they should and can do to contribute (Normal vs. New Normal) □ Get leadership endorsement and participation □ Utilize other resources and training available to support your group □ Plan and execute engagement event for your community (on/offline) □ Move your entire task and problem solving process to the platform □ Dedicated Community Manager(s) for consistent communication and support Yammer Group specific □ Give the group an easy and logical name □ Populate the Group Description & Info Tab □ Consider a public group to allow discovery and collaboration □ Define and use topics to structure conversations and categorize in a virtual folder structure (your “Tag-sonomy”) □ Move email based conversations to Yammer Check- list Good luck! And please let us know how it goes here in the Social Business in Grundfos Community. Adopted from Yammer (2013)