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Social Tools and New Ways of Collaborating


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Grundfos' experiences from implementing Yammer in the organisation as a part of larger project around cultural change in the organisation. The presentation focuses on lessons learned in the process as well as a few good examples.

Presented at Microsoft Next in Aarhus and Copenhagen in October 2013 by Martin Risgaard Rasmussen

Published in: Business, Technology

Social Tools and New Ways of Collaborating

  1. 1. Social tools and new ways of collaborating Microsoft Next, Aarhus & Copenhagen, October 2013
  2. 2. 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.
  3. 3. 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
  4. 4. 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.
  5. 5. 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
  6. 6. Working Social or Surfing Social?
  7. 7. Meet Simon and the YamBites
  8. 8. 5 Lessons learned in the first 1½ year
  9. 9. It’s not about devices… But…
  10. 10. It’s not about features… but…
  11. 11. Communicate, Communicate… Early Adopters First Wave CHASM Early Majority Second Wave Sources: Rogers (1962), Moore (1991), Sampson (2010)
  12. 12. 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)
  13. 13. …and most importantly: It all starts with a purpose! Clear purpose = Positive reinforcement Positive reinforcement = Big results!
  14. 14. 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
  15. 15. Comments? Questions? Martin Risgaard Rasmussen @Risgaard Thank you!
  16. 16. Read more on… Christian Martin Thomas …blogs about Grundfos’ Social Journey