Social Collaboration in Grundfos
Martin @Risgaard Rasmussen
ProActive, Aarhus, November 2013
In this presentation…
• A few words about the company
• Global Working Culture & Innovation intent
• Yammer – how it all b...
Grundfos Facts & Figures
Founded in 1945 by Poul Due Jensen
Main shareholder is the Poul Due Jensen foundation
(87.6%)
 T...
Global Working Culture in Grundfos

The Global Working Culture initiative is born out of Carsten
Bjergs intent of creating...
Socially Empowered Organization
18.000 x Opportunity

The Organization in the Organization

Public

Community
Manager

Soc...
Purpose and High-level Goals
To drive business growth, innovation, and strategy execution,
by making it normal to engage a...
How it all began: It was a beautiful and quiet spring day…
We need something new!
(Workshop in Copenhagen)

”How can we use social media to connect people
before they meet physicall...
3 Success Stories
Global Talent Event 2013
The Challenge
 48-hour strategic assignment to be solved by 4 global teams –
no travelling allow...
Grundfos 365 – Mail and Calendar change management
The Challenge
 Create an efficient, open and honest communications cha...
MHD Community – distance leadership
The Challenge
 Creating a sense of belonging in a department of ~80 people all
over t...
Working Social or Surfing Social?
5 Lessons learned in the first 1½ year
It’s not about devices… But…

Source: McKinsey - Organizing for change through social technologies, November 2013
It’s not about features… but…
Communicate, Communicate…

Early
Adopters

First Wave

CHASM

Early
Majority

Second Wave

Sources: Rogers (1962), Moore (...
The ‘Participant inequality theory’ is real

The number of people who create content on the Internet represents approximat...
…and most importantly: It all starts with a purpose!
Clear purpose
=
Positive reinforcement

Positive reinforcement
=
Big ...
So what’s next for Grundfos?
Intranet
The value of Enterprise Social
…or rather: Make the value visible!
Actions for 2014
• Strengthen our YES Team (Yammer cham...
In sum – Grundfos’ Yammer journey so far
Find use cases where the value is visible quickly
Integrate social into process...
Comments? Questions?
Martin Risgaard Rasmussen

@Risgaard
http://connaxions.wordpress.com

Thank you!
Read more about Grundfos’ social journey on…

www.socialbusinessjourney.com

Christian

Martin

Thomas
REVOLUTION DOESN’T
HAPPEN WHEN SOCIETY
ADOPTS NEW
TECHNOLOGIES,

IT HAPPENS WHEN SOCIETY
ADOPTS NEW BEHAVIORS.
CLAY SHIRKY...
Social Collaboration in Grundfos v. Martin Risgaard Rasmussen
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Grundfos giver indblik i erfaring med brug af Yammer som global social business Tool

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Transcript of "Social Collaboration in Grundfos v. Martin Risgaard Rasmussen"

  1. 1. Social Collaboration in Grundfos Martin @Risgaard Rasmussen ProActive, Aarhus, November 2013
  2. 2. In this presentation… • A few words about the company • Global Working Culture & Innovation intent • Yammer – how it all began • Three small successes • Five important learnings
  3. 3. Grundfos Facts & Figures Founded in 1945 by Poul Due Jensen Main shareholder is the Poul Due Jensen foundation (87.6%)  The world’s largest manufacturer of pumps and pump systems. Annual production 16m units.  Turnover of DKK 22.5 billion (EUR 3.03 bn) in 2012  More than 18,000 employees worldwide   The Grundfos Purpose Grundfos is a global leader in advanced pump solutions and a trendsetter in water technology. We contribute to global sustainability by pioneering technologies that improve quality of life for people and care for the planet.
  4. 4. Global Working Culture in Grundfos The Global Working Culture initiative is born out of Carsten Bjergs intent of creating a global organisation where everyone works and collaborates as effectively as if all were ‘sitting under the same roof’. -Global Working Culture charter, 2011
  5. 5. Socially Empowered Organization 18.000 x Opportunity The Organization in the Organization Public Community Manager Social Business Manager Selected Thought Leaders and (some) Executives The 10’s 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
  6. 6. 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 %.
  7. 7. How it all began: It was a beautiful and quiet spring day…
  8. 8. We need something new! (Workshop in Copenhagen) ”How can we use social media to connect people before they meet physically in Copenhagen?” The Approach • 2 ”IT guys” called in to help… • 4 Community managers appointed • 40 Invitations sent out two weeks before the event. • Hosts posted new content regularly to encourage feedback • Secondary purpose: Yammer would allow users to involve ”people at home” in the workshop.
  9. 9. 3 Success Stories
  10. 10. Global Talent Event 2013 The Challenge  48-hour strategic assignment to be solved by 4 global teams – no travelling allowed. The Approach  Utilize virtual collaboration tools to stay connected.  High degree of autonomy – focus on tasks  Work 24/7 with virtual handover to participants in other parts of the world The Result  3 out of 5 members of top management engaged on Yammer  A ”WOW” experience for many participants  Significant cost saving compared to the traditional way.
  11. 11. Grundfos 365 – Mail and Calendar change management The Challenge  Create an efficient, open and honest communications channel to reduce reliance of email and show new ways of working. The Approach  Invite all appointed change agents to a Yammer group.  All communication from the change management team to take place using Yammer.  Open for volunteer participation, eg. people who had working experience with Outlook. The Result  360 participants, 170 conversations, 429 replies in 3 months.  Less than 10 emails from change agents to change management team  Group has today developed into a peer-to-peer Q&A channel
  12. 12. MHD Community – distance leadership The Challenge  Creating a sense of belonging in a department of ~80 people all over the world. The Approach  Invite people to Yammer group.  Incentivize use my making Yammer use a part of manager’s annual bonus targets.  Provide extensive support to the local champion who also happens to be dept. director. The Result • • Yammer played key role in development of new department strategy and is now way of working An extremely committed champion in a part of the organisation that can benefit a lot from working virtually
  13. 13. Working Social or Surfing Social?
  14. 14. 5 Lessons learned in the first 1½ year
  15. 15. It’s not about devices… But… Source: McKinsey - Organizing for change through social technologies, November 2013
  16. 16. It’s not about features… but…
  17. 17. Communicate, Communicate… Early Adopters First Wave CHASM Early Majority Second Wave Sources: Rogers (1962), Moore (1991), Sampson (2010)
  18. 18. The ‘Participant inequality theory’ is real The number of people who create content on the Internet represents approximately 1% (or less) of the people actually viewing that content. For example, for every person who posts on a forum, generally about 99 other people are viewing that forum but not posting. (from Wikipedia)
  19. 19. …and most importantly: It all starts with a purpose! Clear purpose = Positive reinforcement Positive reinforcement = Big results!
  20. 20. So what’s next for Grundfos?
  21. 21. Intranet
  22. 22. The value of Enterprise Social …or rather: Make the value visible! Actions for 2014 • Strengthen our YES Team (Yammer champions) • Social Business Cookbook • SocBiz skills for managers • Sharepoint <-> Yammer integration …and much more…
  23. 23. In sum – Grundfos’ Yammer journey so far Find use cases where the value is visible quickly Integrate social into processes – don’t make processes for social Focus on culture but it’s also not not about technology Tell the good stories in an open and honest way Patience is a virtue – especially with critics Everything starts with ”Why” and the answer is a clear purpose
  24. 24. Comments? Questions? Martin Risgaard Rasmussen @Risgaard http://connaxions.wordpress.com Thank you!
  25. 25. Read more about Grundfos’ social journey on… www.socialbusinessjourney.com Christian Martin Thomas
  26. 26. REVOLUTION DOESN’T HAPPEN WHEN SOCIETY ADOPTS NEW TECHNOLOGIES, IT HAPPENS WHEN SOCIETY ADOPTS NEW BEHAVIORS. CLAY SHIRKY CHANGEAGENTSWORLDWIDE.COM
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