Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide
Upcoming SlideShare
Loading in...5
×
 

Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide

on

  • 6,088 views

Social Business in the enterprise, How to work with social technology internally and externally, Ingredients, Recipes, and case examples. It's part of a bigger handbook used for acceleration of the ...

Social Business in the enterprise, How to work with social technology internally and externally, Ingredients, Recipes, and case examples. It's part of a bigger handbook used for acceleration of the social business journey with Grundfos.
More stories and background can be found at http://socialbusinessjourney.com/

Statistics

Views

Total Views
6,088
Views on SlideShare
3,883
Embed Views
2,205

Actions

Likes
30
Downloads
210
Comments
5

22 Embeds 2,205

http://socialbusinessjourney.com 1055
http://xigeon.wordpress.com 339
http://www.allthingsic.com 179
http://connaxions.wordpress.com 178
https://twitter.com 123
http://marwantarek.wordpress.com 82
http://www.scoop.it 78
http://conversation.cipr.co.uk 60
http://community.community-roundtable.com 45
http://aia-worldwide.tumblr.com 27
http://feedly.com 8
https://socialbusinessjourney.wordpress.com 8
http://www.linkedin.com 7
http://t.co 6
http://feeds.feedburner.com 2
https://www.linkedin.com 2
http://prlog.ru 1
http://feedreader.com 1
http://translate.googleusercontent.com 1
http://socialbusinessjourney.wordpress.com 1
https://www.commafeed.com 1
http://62.242.41.21 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide Document Transcript

  • Social Business Cooking at Grundfos How to get a faster and higher return on our projects and collective know-how.
  • LL S WI A N T O ND F N I F I C ! GRU SIG C ALE S VEST EN WE H A R S WH T E SU L R POTENTIAL COST SAVINGS OF $10 MIO. ANNUALLY FACTOR 2 INCREASE IN PRODUCTIVITY WHEN EXECUTING EVENTS AND PROJECTS SIGNIFICANTLY BETTER RETURN ON EXPERTISE AND COLLECTIVE KNOW-HOW FACTOR 2-3 INCREASE ON BUSINESS PROCESS QUALITY AND OUTPUT VALUE 2
  • What is Global Working Culture and Social Business? Global Working Culture and Social Business are all about getting more out of the work we already do. It is about executing faster and better than we do today. It is about taking full advantage of our collective know-how. It is about engaging with the world around us to move ourselves and our business forward. Internal and external social business are two equally important ‘must-win’ battles for Grundfos. During 2013 we have identified some of the key recipes and ingredients of how a successful and highly effective ‘global working and social business culture’ in Grundfos could look like. We have not invented it. We have simply looked at what was already going on, added new technology or methods, and – in some cases – guidance, coaching and sparring. Y’ to arrive with their ‘digitally native’ habits, or should we launch more structured change and development programs across Grundfos? What do you think? We hope to inspire some action. Thank you to all the contributors, believers, and participants we have been lucky to work with so far. The success stories are all yours! Big questions we try to answer: •  Where do we focus and how do we scale? Enjoy the read. •  we ready to change? Can we Are change? Thomas Asger Hansen Head of Global Working Culture and Social Business •  How much should we push top down? •  Should we just wait for ‘Generation 3 Christian Carlsson Social Business Lead Consultant
  • Can be scaled by designing a fully connected Grundfos according to the purpose and principles promoted in this whitepaper Will drive change and results! Can be scaled by applying recipes and skills described in this whitepaper. PURPOSE “To drive business growth, innovation, and strategy execution, by making it normal to engage openly in the globally connected Grundfos – internally and externally – with a sincere intent of leveraging opportunities and ideas, collaborating effectively, or reducing inefficiencies.” SERENDIPITOUS* PROGRAMMED RESULTS COST EFFICIENCY PRODUCTIVITY REVENUE COMMUNICATION COST RETURN ON EFFORT (ROE) HIGHER GLOBAL SALES EFFECTIVENESS FASTER PRODUCT DEVELOPMENT CYCLES BETTER CUSTOMER RETENSION SHORTER CUSTOMER SUPPORT CYCLES MEETING COST IMPROVED MARKETING EFFECTIVENESS TRAVELLING COST CONNECTIVENESS RETURN ON EXPERTISE (ROX) DECISION MAKING QUALITY ENGAGEMENT LEVEL BUSINESS PROCESS QUALITY ENGAGEMENT QUALITY Connectiveness is the foundational goal – it can be understood as a means and enabler for the three core goal categories. *  efinition in the glossary on page 7. D 4
  • Identifying sales opportunities Reducing non-productive meeting time by 10-20% BY APPLYING SOCIAL MEDIA AND FORUM ANALYSES > 40% reduction of emails for collaboration and project development BY USING VIRTUAL & SOCIAL COLLABORATION PLATFORMS Understanding market sentiments Better ‘Sales Intelligence & Excellence’ than any of our competitors Global events with extraordinary results at 50% of planned costs Campaigns planned and launched better and more cost effective than ever before BY REVERSE MENTORING AND SOCIAL EMPOWERMENT Industry Thought Leaders* Better ‘Sales Intelligence & Excellence’ than any of our competitors SAVINGS BY USING COMMUNITY MANAGEMENT & VIRTUAL LEADERSHIP $15,000, $20,000, ... and more BY CONNECTING PEOPLE IN ONE SINGLE NETWORK 3 X SPEED Process Implementation & Process Improvement Increase ‘Return-onExpertise’ by activating our collective know-how Better Product Development *  efinition in the glossary on page 7. D 5
  • Cases & Recipes PAGE 8-15 Ingredients PAGE 16-23 6
  • Glossary COOKING UP A COLLABORATIVE CULTURE To nurture a high-performing collaboration and social business culture, there are a few basic concept ingredients and definitions we all need to know and use on a daily basis; CONNECTIVENESS Connectiveness is a designed word. It means to embrace the best of connectivity and connectedness. The technical ingredient is one big network with rich profiles of all employees. The cultural ingredient is a high social business maturity. It means that people want to connect and share, know what to share or how to refer to the right person. CULTURE The collective set of artefacts, behaviours, values, and assumptions which define how things are done. EFFECTIVENESS The capability of producing a desired result: Realised Output / Target Output PRODUCTIVITY An economic measure of output per unit of input: Output / Input EFFICIENCY Performing or functioning in the best possible manner with the least waste of time and effort: Consumed Input / Target Input INDUSTRY THOUGHT LEADER Person who is recognised as an authority in a specialised field, and whose expertise is sought. SERENDIPITY Serendipity means a “fortuitous happenstance” or “pleasant surprise”. It was first coined by Horace Walpole in 1754. In a letter he wrote to a friend Walpole explained an unexpected discovery he had made by reference to a Persian fairy tale, “The Three Princes of Serendip”. The princes, he told his correspondent, were “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. In its modern vernacular, serendipity is commonly associated with luck, neglecting the sagacity that infer some conditions more conducive to accidental discovery than othersl ONLINE COMMUNITY A number of connected people with a shared purpose or domain culture, who have a sense of community. SOCIAL BUSINESS DESIGN Strategic application of social computing and leadership to enterprise challenges. ONLINE NETWORK A number of people formally connected through a relationship or a belonging. WORKING OUT LOUD The concept of continuously narrating, and/or executing, work openly. FORMULA FOR CALCULATING THE POTENTIAL CORPORATE ANNUAL SAVING (Avg. Active Usebase) x (Avg. Skill Rate) x (Avg. Historic Annual Serendipitous Saving) 7
  • Fast forward to resolution GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE & INGREDIENTS Spend a few minutes to prepare your inquiry Ask a specific question - make it clear what challenge you are planning to solve and your timelines Post question in the Global Grundfos Community When people give their input ask follow up questions Follow up with your newly discovered experts Feedback how this helped you overcome your challenge COST EFFICIENCY PRODUCTIVITY AN EFFECTIVE ‘GLOBAL GRUNDFOS COMMUNITY’ ENABLES USE OF OUR COLLECTIVE EXPERTISE AND BUSINESS KNOWLEDGE. Understanding regulations is very important for the Grundfos business. It is important for R&D, Supply Chain Management, Purchase, and Sales. But how do you gain insights in order to respond rapidly? The challenge becomes even more difficult when you are a new employee in Grundfos. Magdalena, Business Consultant and Global Graduate has just over 1 years of seniority in Grundfos. She was in need of input on export challenges around the world in anticipation of a meeting with the American-Danish Trade Council. She posted to Yammer to utilise the Global Community’s experience and quickly gathered examples and experts to strengthen her case. RESULTS Global reach of challenge and request after less than 5 minutes effort Input from multiple people with cross organisational expertise and job roles in less than 24 hours Total Problem Solving Time (TPST) estimated to 18 minutes Approval Engineer 2 minutes NORMAL Open, 1 thread, Searchable, TPST = 18 min Senior Project Manager 2 minutes NEW NORMAL Closed, Many emails, Unsearchable, TPST = ? REVENUE Manager 2+2 minutes Product Engineer 2 minutes Business Consultant 5+3 minutes 8
  • Clear question asking for information on certain business practices to gather evidence Bring others into the conversation who you think can answer CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE Brings examples in from the organisation that are relevant and impactful The expert is pulled into the discussion One idea and contribution spurs other ideas and contributions 9
  • Service Product Handbook S ONLY INTERNAL UionE- Feb. 2013 1. vers 10529_Service_Handbook.indd 1 03-02-2013 23:16:20 “Working with a tool like Yammer, made us able to avoid the normal ‘Stop-Go-Stop-Go’ workflow you often experience in Grundfos project work. Sometimes it seems like people think of physical meetings as a kind of mental stage-gates: We can’t work until we’ve had a meeting about this.” Kirsten Jakobsen, Rotation Employee, GMA, California 10
  • Internal Launch of Service Product Catalogue GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE & INGREDIENTS Be clear on the purpose and success criteria for your project Understand that you have to be effective together without meeting and travelling Make a private working group on Yammer (allowing asynchronous 24/7 working) Agree on wanting to succeed doing virtual team-work Teach each other how to ‘Work Out Loud’ Become ‘Digitally Literate’ Bring in the entire task and problem solving to the group – don’t do parts on email Use digital questionnaire and gamification to prime awareness and involvement Execute by combining local physical mini-events with digital support CHALLENGE: Plan and execute a proper launch event with a formal budget of 850 €. A team of 4 people located in different parts of Grundfos was given the task COST EFFICIENCY PRODUCTIVITY 1½ months before the target launch date. They managed with success because of their approach, their willingness to use new tools, and their trust in one another. Internal communication in large organisations can be a real challenge, since most employees feel the suffer from information over load. Therefore, it was decided to launch the information via a combination of a digital package and small local gatherings/events. THE GOAL: Awareness of Service Products Portfolio to be increased from <10% to at least 50% of target group. PROJECT/CAMPAIGN TEAM: Four people, part time, spread across three time zones. PURPOSE: To create awareness of the Service Products Portfolio. We want to spread the message that now we have and should use a uniform & global service product portfolio linked to pump products and markets. Going forward 11 REVENUE this will give Grundfos value added towards our present & future customers in Selling Service & creating solutions/ consultancies. TARGET GROUP: Programme & Product Managers, BD-project managers, R&T people (D&D), Segment people, Marketing Staff, P&S and PDJA (for competence development within Selling Service & Technical Competencies). RESULTS 400+ people (equivalent to 70%) of the primary target group were reached during the launch, and exposed to the content About 40% were engaged in a way that gave immediate feedback to the project team Project execution on time within budget
  • Cost consolidation and saving GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE & INGREDIENTS A question being asked in the All Company feed Recognising an opportunity in the open thread and reassigning it to the right group for further discussion Bringing in various different members to verify and arrive at a solution CHALLENGE: FINDING EFFICIENCIES IN HOW THE ORGANISATION BUYS LICENSES In a global organisation of 18,000+ employees it is often difficult to know and track definitively who is working on what. The outcomes are often This is a very nice example of a serendipitous event taking place! COST EFFICIENCY PRODUCTIVITY more than just lack of collaboration. Duplication of effort often results when similar threads of work that could be joined up are not. This is where one single enterprise network plays a leading role to success, as can be seen in this great example which all started with Johannes Dissing. Johannes, an NDI Project Manager, needed to find out if there was any training material for a software tool he was planning to use. In discovering a source for training material, we also discovered that the training material had been paid for individually rather than in a group license scheme. A solution was identified to see how many individual licenses had been purchased from an individual supplier and whether there was any way to consolidate them. There was an opportunity to consolidate all licenses into one group agreement on behalf of Grundfos. A saving of $20,000 was achieved. RESULTS $20,000 saved We define Serendipity as ‘pleasant surprise’. We can make the number of pleasant surprises grow proportionally with the number of people we connect and the skill with which we share. The most important ingredients for serendipity to happen is Working Out Loud and One Enterprise Social Network! Read more about the origin of Serendipity in ‘Ingredients and Glossary’ on page 33. 12 REVENUE
  • Clear question asking for information on the use of a specific tool Clear answer with added information identifying opportunity CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE Decision to move conversation to a separate group to make exploration focused and targeted The Grundfos Crowdsourcing Group was established as a place where ideas of this kind could be nurtured Exploration in group to arrive at solution and cost saving 13
  • THE VOICE OF OUR CUSTOMERS “Talk to the president of the company... or have the local TV station trouble shooter talk to them! I’m not thinking they’d (Grundfos) like their poor customer service broadcast all over the news.” “Not the cheapest of pumps, but certainly built to last.” CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE “I normally specify Grundfos because of fantastic after sales service.” “The combination has been more reliable than our Grundfos pump, which stops regularly with ants in the pressure switch.” “We have had good luck with the Grundfos SQFlex pumps (solar), if you size your pump and panels to your well they will do just as well as line power.” TOP 5 ENGLISH SPEAKING DISCUSSION FORUMS FOR GRUNDFOS PUMPS*. 251 ukplumbersforum.co.uk boards.ie forum.lowyat.net 105 59 diybanter.com 14 55 hearth.com *  ased on Netbase search for B postings with “Grundfos” included one or several times, Sept—Nov 2013 52
  • Social Listening (in external social media) SOCIAL BUSINESS INTELLIGENCE USE-CASE CONNECTIVENESS RECIPE & INGREDIENTS Access to software capable of multi language listening to sources like: · Blogs · Social Networks · Discussion Forums · Microblogs · News · Reviews · Comments Language specific resources, with domain knowledge, who can manually go through, validate, and analyse posts Millions of publicly available posts, conversations, and mentions Every day and hour Grundfos is being mentioned online in various social media. It can be employees who are amplifying good brand messages (see Social Empowerment); or prospects researching and comparing us towards competitors; or even current customers who might be voicing either their pleasure with our products, or worse, they might have a problem. In all cases Grundfos must be actively listening so we can understand the dialogues, and act when necessary. Social Listening gives us the capability of listening to public conversations – either brand specific (like “Grundfos”) COST EFFICIENCY PRODUCTIVITY or topic specific (like “wastewater”). And by doing so, Grundfos can react on issues and problems, and proactively learn and gain insights. When it comes to qualitative, in-depth conversations about Grundfos or competitors’ products and solutions, then our listening activities clearly shows that these take place in various Discussion Forums.   Take UK for instance. One Discussion Forum alone – the UK Plumbers Forum – accounts for approx. 90% of all Grundfos Brand related discussions. Customers, Prospects, Installers, and Do-it-your-self (DIY) enthusiast are engaging in a constant flow of pump discussions. Many of which are Grundfos specific, but other competing brands are also included. Listening into these conversations, analysing them, drawing out findings provides valuable insights to Grundfos, but it can not be automated. Our experience shows that tools can help us locate the conversation, but deriving the insights must be done by a person with right skills and sufficient domain knowledge. Also forums typically not linked to Grundfos products or solutions can contain interesting and valuable 15 REVENUE conversations. One recent example (August 2013) shows how important it is that we (Grundfos) continually monitor our brand. A long term happy customer suddenly was faced with a malfunctioning product and felt he did not get the support he was entitled to. It came to a point where he turned to a forum he was much active in and a strong contributor with influence – Yesterdays Tractor Forum – and voiced his concern. Immediately his friends and followers joined the conversation, with various suggestions, with increasing criticism as a result. A long story made short: since Social Listening picked up the conversation, we got in touch with the customer, helped him find a solution, and at the end actually praised Grundfos for solving the problem. Grundfos are still in the early stages of capitalising on the Social Listening opportunity. Listening to Brand and Competitive conversations is a first step. Using Listening to understand new markets, trends, and perhaps identify new opportunities is the next step. But the real value lies within making the insights and intelligence available to the right Grundfos people, at the right time, in the right way – and then using the insights in planning, strategising, and development.
  • One Grundfos Community One large Grundfos community will be a key driver to increase the business and sales return on the collective know-how and expertise of our entire organisation. The logic and factual substance to this claim can be explained by two important terms: Serendipity and Connectiveness. WE DEFINE SERENDIPITY* AS: A ‘happy coincidence’. It is the accidental chance that someone you never thought could help suddenly turns up – and is able to help you. Or perhaps, a solution someone already developed and made available coincidentally passes your way, when you need it – and sometimes even before you recognised the need for that particular solution. WE DEFINE CONNECTIVENESS* AS: 1.  he ability to connect across T barriers in time, space, or form 2. The extent to which it happens 3.  The purpose and quality of the interaction Serendipity is directly proportional to the number of people who connect. That’s why we need as many people as possible on one shared network. Then we can develop our organisation, our community structures, and our working culture to generate maximum serendipity. * Definition in the glossary on page 7.  Community Literacy Community literacy will be a mandatory leadership competence in Grundfos, and simply put, the definition is: The art of deliberately using communities and applying community management to develop our business and organisation. In practice it is about being able to design and drive a community according to a prioritised purpose or business goal. – Member recruitment – Moderation 1. Community strategy and planning 2. Community management 16 – Relationship development ESSENTIAL COMMUNITY LITERACY SKILLS ARE: – Content curation 3. Digital literacy / Tools
  • THE ORGANISATIONAL GOAL FROM A DESIGN PERSPECTIVE NORMAL KNOWN BY SELF KNOWN BY OTHERS UNKNOWN BY OTHERS UNKNOWN BY SELF ARENA BLIND SPOT FACADE UNKNOWN SERENDIPITOUS DESIGN CONNECTIVENESS KNOWN BY SELF UNKNOWN BY SELF COMMUNITY LITERACY KNOWN BY OTHERS ARENA BLIND SPOT UNKNOWN BY OTHERS FACADE UNKNOWN NEW NORMAL 17
  • NORMAL NEW NORMAL ASSUMPTION REALITY I already know who can help me – or my manager does! Maybe, but you don’t know what you don’t know. And you don’t know all the people who could potentially help you to find the best solution. Too many people will get involved. It will slow me and the project down! Only if you do not communicate your expectations to scope, timing, etc. clearly. Depending on the input you may have to change decisions already made. But that would not be slowing down – that would be improving the project. My work isn’t relevant to others! How do you know? If you share it, somebody else might find it useful – but only if they can find it. How many times do you think we reinvent the wheel at Grundfos? I don’t want to disturb a lot of people; we have enough information overload as it is! That is the smart thing about online collaboration – you can decide what information you want. You just need to learn how to manage your settings. I’ve been hired to do this job. Other people should do their own job! Nobody will take your job. But we will all have a chance to do our job as good as we can. Did you know that most of the successful projects or patents at Grundfos are the result of collaboration? Our known and affective communication channels will break down! I will be lost ... We will still have corporate information channels, where you can keep being informed. And soon you will also get used to being part of the communities – like a butterfly flying from one flower to the next to collect what it needs. 18
  • Working Out Loud Until now we have been used to solving our tasks more or less on our own or by involving colleagues close by. Increasingly, with the globalisation of Grundfos, we are getting used to collaborating online and across borders. But we have to be much better at this and that is why we have to change the way we work. We have to learn to Work Out Loud! What does it mean to Work Out Loud? Maybe you have to share your draft before it is quite finished to get feedback. Maybe you have to The culture of Working Out Loud gives you new opportunities to strengthen your leadership: •  more present – and even save Be time – by redirecting a little energy from mail to the community! •  Easily give feedback as a natural part of the ongoing conversation •  Empower people by asking involving questions •  Signal value based leadership via have the courage to ask a seemingly stupid question. Maybe you have to involve colleagues much earlier in the planning phase of your project. This is what Working Out Loud is all about - to have the courage to tell people about and execute your work out in the open. GRUNDFOS VALUES Open and Trustworthy Focused on people Partnership Relentlessly ambitious Sustainability Independent micro-posts in the community •  Ensure high performance by keeping everybody in the loop •  Know what’s cooking because everyone joins the conversation – and welcome the challenging questions since they create progress •  Increase innovation by tapping into the collective intelligence of your community – not just your own team! 19 Working Out Loud is a generous way of working and it is the future way of working – just ask the new generations. Working Out Loud is a major cultural shift, and there are a lot of barriers that we need to overcome together. LEADERSHIP PRINCIPLES You are present You inspire passion, curiosity and joy You empower people You build high-performing teams You invent tomorrow The easiest way to transform our values and leadership principles from nice words to real action is to WORK OUT LOUD!
  • Digital Literacy The high performing leader of global teams wants to keep the conversation going 24/7. It’s important to enforce trust, openness and sharing. Digital literacy is a pre-requisite to become successful. Digital literacy can simply be defined as the ability to use both synchronous and asynchronous tools effectively, i.e. comfortably using the right tool for the right purpose Synchronous work happens when everyone engages together at the same time (online or face-to-face). Web-conferencing or telephone conversations are examples of synchronous activities. The future standard tools for synchronous collaboration in Grundfos are found in Microsoft Lync. Asynchronous work happens when meaningful collaboration or work can happen even if you are ‘alone’ with the tool or on the platform. The traditional form of asynchronous collaboration is email. The future standard will be Microsoft Outlook for mail, Yammer for team communication and Microsoft Sharepoint for file sharing. EXAMPLE 1: LEADING PEOPLE AT A DISTANCE You want to be present and keep people informed. You want to keep the work and conversation going – also when you are not awake . You want to involve and you want to create trust. How do you do that? •  official meetings and formal/ For informal 1:1 dialogue use Adobe Connect or Scopia (Lync in the future) •  on-going, informal, real-time For dialogue, use Lync (signaling presence and availability) •  on-going discussions, coFor creation, informal chat, knowledge sharing, etc. use Yammer (many leaders have replaced meetings by discussions already!) FORMAL EXAMPLE 2: VIRTUAL PROJECT TEAM COLLABORATION You want to create trust among the team members. You want to keep the ball rolling with focus on delivery and progress. How do you do that in a virtual environment? •  kick-off the project and make To sure that all team members get off to a good start use Adobe Connect. Record the session so that it is available to people not present in the kick-off (Lync is also an option) •  sharing and editing of files/ For content use CenterStage or Wiki (Sharepoint in the future) •  project discussions, knowledge For sharing and updates, use Yammer •  milestone meetings online, and For other meetings, use Adobe Connect or Scopia (Lync in the future) •  on-going, informal, real-time For dialogue use Lync (chat, presence indicator, etc) INFORMAL Scopia SYNCHRONOUS Adobe Connect Lync Sharepoint Jira ASYNCHRONOUS Adobe Presenter Outlook email Yammer Confluence WIKI CenterStage 20 The model provides an overview of the most used global communication & collaboration tools in Grundfos 2013. The corporate standard tools for the future are listed with blue.
  • Organisational Maturity Assessment HIERARCHY EMERGENT COMMUNITY COMMUNITY NETWORK STRATEGY Familiarise & Listen Participate Build Integrated LEADERSHIP Command & Control Consensus Collaborative Distributed Reactive Contributive Emergent Activist COMMUNITY MANAGEMENT None Informal Defined roles & processes Integrated roles & processes CONTENT & PROGRAMMING Formal & Structured Some user generated content Community created content Integrated formal & user generated No Guidelines Restrictive Flexible Inclusive Consumer tools used by individuals Consumer & self-service tools Mix of consumer & enterprise tools “Social“ functionality integrated entirely Anecdotal Activity Tracking Activities & Content Behaviors & Outcomes CULTURE POLICIES & GOVERNANCE TOOLS METRICS & MEASUREMENT Original source: Community Roundtable We want to get better and better to work and collaborate ‘as if we were sitting under one roof’ despite our global nature, large number of employees, and rather complex product programme and organisational structures. BUT HOW DO WE KNOW HOW GOOD WE ARE? One of the ways we can estimate how skilled we have become, and how good we are at doing truly ‘social business’, is to assess our practices and habits with respect to a number of identifyable ‘organisational competences’! One way of understanding the task is to go through the illustration above. 21 On the ‘X-axis’ the 4 major skill levels are mapped. On the ‘Y-axis’, the organisational skills – some call them competencies – are mapped. The red dots indicate where Grundfos (as one big average) can be thought to be. The green dots indicate where we want to be in 2016. The reason we want to increase our skill level is that we believe that an organisation with this skill level is a more effective global organisation that the ones with lower skill levels.
  • EXAMPLE OF AN ECOSYSTEM INTERACTION By listening to customers in public forums and groups, insights about needs and wants are derived and channeled to the right internal community or function. Based on this, interesting content is co-created by Experts and Thought Leaders in the form of a blogs or videos. Marketing maximises the effect of the content, aligns with current activities, and distributes it the right global and local channels. In addition it is amplified by our own employees in to their own networks. As customers and prospects interact with the content, or in dialogue with a Grundfos employee, patterns about what they are interested in is collected and distributed to sales for action. Market influencers are identified and coupled with Grundfos experts – not only to manage them, but also to listen to them, learn, and understand market changes. A CONNECTED GRUNDFOS SOCIAL BUSINESS ECOSYSTEM Employees Experts & Thought Leaders Partners Customers & Prospects Influencers Competitors PEOPLE PROCESSES TECHNOLOGY Global Enterprise Social Network Social Listening Social CMS Amplification Influencer Management 22 Planning & Strategising Lead Node Network Social Empowerment Content Marketing Social Selling Services & Support Measure & Adjust
  • Social Business Ecosystem A Social Business Ecosystem is a connected set of interacting organisational capabilities, triggers, and events – internal as well as external. Its how people, information, processes and platforms connect in such ways that it creates value both for the organisation and individuals.  The concept ingredients are typically: • ocial Listening and Digital IntelS ligence for brand watch, keyword research, and opportunity discovery • ocial CMS for Content Marketing, S Global and Local distribution and channel management, and Analytics • ME and Thought Leader FrameS work for market reach and creating a Voice of Industry • mployee Amplification for creE ating and measuring the effect of Social Empowerment • Social CRM for Lead Management • Influencer Management for managing key market influencers •  Global Enterprise Social Network for internal knowledge sharing and discovery The best configuration for Grundfos depends on what business goals we specifically decide to make our ‘must win battles’. Assume that we want to maximise our influence the ‘Voice of Industry‘* when it comes to Water Utility, it could then look like the opposite page. The strength of a well designed ecosystem, is that we can stay effective even through periods of dramatic change. And change is the only certain characteristic of the business case: •  New entrants such as networks and technologies will always emerge – some times with the speed of light – making other well known platforms obsolete •  Experts and social empowered employees will grow their networks and digital literacy, and new influencers will emerge •  New partnerships will trigger new collaboration and co-creation opportunities, in areas that today can not be imagined •  And as Grundfos transforms into a globally connected enterprise, new business models, needs and processes will change the way information and knowledge flows, inside the company, as well as outside *  Voice of Industry relates to how Grundfos can brand and position our self as a leading influencer and market leader in a specific segment. The other two dimensions are: Voice of Company and Voice of Customer. 23 THE GRUNDFOS OPPORTUNITY  The Grundfos opportunity is that our industry is still in the early (infant) stages of what we can call ‘Social Business Maturity’. We have a window of opportunity to become first movers in the pump industry.  From a technology perspective, there is no “one platform” that can manage the full scope of the Ecosystem – not today, and probably not tomorrow. Connecting the right tools and platforms must therefore be part of the strategy. But it is a fine balance since having to many connectors also comes with challenges. To manage this balance, all Grundfos functions must work together in understanding local and global business needs, and what solutions that should be applied to support these. So, with the current speed of change (global and local market needs, technology, human behavior, etc.) instead of slowly building a strictly governed and highly controlled management system, our bet is on making small, quick iterations. Only then will we have a Grundfos Social Business Ecosystem that learns to co-evolve and adopts by its own.
  • The Grundfos Social Business Policy RULES OF ENGAGEMENT 1.  now and act in accordance with the K Grundfos Values, Leadership Principles, Corporate Policies and Code of Conduct . 2.  im to add value. Provide worthwhile A information and perspective. One of the most important aspects of the Grundfos brand is its people, and whatever you publish will reflect on our brand. 3.  ou must be conscious of the extent to Y which you write about Grundfos or on behalf of Grundfos, and make it clear if you are speaking for yourself or as a representative of Grundfos. If you publish content online that is relevant to Grundfos but in your personal capacity, then use a disclaimer, clarifying that it is your own opinion or point of view. 4.  lways identify yourself by name and, A when relevant, role at Grundfos. You are personally responsible and accountable for the content you publish online. Be mindful that what you publish will be public for a long time. 5.  espect copyright, fair use and financial R disclosure laws. Don’t publish or provide GRUNDFOS Holding A/S Poul Due Jensens Vej 7 DK-8850 Bjerringbro Tel: +45 87 50 14 00 www.grundfos.com confidential or any other proprietary information belonging to Grundfos or others such as partners or customers. Don’t use Grundfos logos or trademarks without approval. 6.  ever discuss business performance N or other sensitive matters concerning Grundfos publicly, and don’t cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Don’t publish anything that might allow inferences to be drawn that could embarrass or damage a client. 7.  espect your audience. Don’t use ethnic R slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in the Grundfos workplace. You should also show proper consideration for others’ privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion. 8. Be the first to correct your own mistakes, and avoid emotional conflicts. The name Grundfos, the Grundfos logo, and be think innovate are registered trademarks owned by Grundfos Holding A/S or Grundfos A/S, Denmark. All rights reserved worldwide. Grundfos supports any employee who wishes to engage and contribute responsibly in social networking, learning, advocating, or collaboration. In order to do this, you should act in coherence with our Social Business Policy.