Source: Andrew Bobohttp://fc06.deviantart.net/fs70/f/2011/345/0/e/female_hand_reference_by_mr_hobes-d4itzb9.jpg
Social Collaboration at Grundfos
“When did you
“I think I
heard it at
Guerilla Collaboration in Grundfos
Thomas Asger Hansen (@thomasasger) and Christian Carlsson (@chris_carlsson)
Global Working Culture & Social Business
Collaboration in and around a Grundfos employee
Socially Empowered Organization
18.000 x Opportunity
The Organization in the Organization
resources, support people
Socially Empowered Employees
Governance: Lead Node Network, Policy and Guidelines
Source: pyramid adopted from the “IBM Select” model
The purpose of
Global Working Culture is born
out of Carstens Bjergs (CEO) 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’.
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
ROT (Time to problem
Decision Making Quality
E-mail use for
can be reduced by
90 %. Increase in
The „Value Time‟
can be increased
by 50 – 200 % for
critical job roles.
global teams will be
Improved global sales
Internal Events can
be implemented at
50 % cost or less.
The Output Value
of Internal Events
can be Improved by
50 – 200 %.
“The Ambition Chicken “
Networked Organization Maturity Assessment
Source: Community Roundtable
How to Cook a Global Talent Event
One travel curfew
One (pretty sharp) Talent Manager
40 somewhat disappointed global talents
One demanding but supportive CEO
A handful of skeptic EVP‟s
4 autonomous teams
A kitchen with synchronous + asynchronous
tools (collaboration platform)
WOL (working out loud)
A few collaboration experts
1. Start planning as late as possible, e.g. 3 weeks
2. Make sure the CEO will be there to experience the
event with his own eyes – success or failure
3. Define a strategic challenge which only 1/5 of the
talents have a professional relationship with
4. Impose a seemingly unrealistic amount of time to
solve the challenge
5. Make sure that you involve as many time-zones as
6. Make sure that at least half of the people don‟t know
how to collaborate effectively with asynchronous
7. Provide a good looking stage-gate model: It is proof
that in case of failure, the participants are to blame
How to Cook a Global Talent Event
= speed x3
How to Cook a Global Talent Event - Outcome
) and New Normal (
“In my team we learned new ways of global
'Especially getting input from global stakeholders came
out very efficient in this way of working. In 24 hours you
could verify your global impact of your thesis‟.
'A dedicated 48 hour effort cannot be scaled to daily
work. The time window of collaboration is much smaller.
The methods however should be scaled‟.
Key things to take away from this
Be „first‟ on identifying what business needs.
Embrace „black market‟ as useful identifiers.
Promote one core set of tools and use-cases for global collaboration –
insist on critical mass.
Accept that „black market‟ collaboration can come in handy – be curious
as to the „Why‟!
Communicate what „white market‟ collaboration is
- provide easy access to a single point of departure.
Communicate why specific „black market‟ tools are black – the argument
Communicate your (social) collaboration roadmap.
No poor performing tool has ever prevented good collaboration – only
lack of intent or skill has!
Assess your #collab and #socbiz maturity.
Embrace the fact that consumerization is always one step ahead of the
Embrace that only #culture can save you!
Start with „Lead Node Networks‟!
Read more on…
…blogs about Grundfos‟ Social Journey