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Social Business at Grundfos, May 2013, with some examples and key learnings


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Presented May 15th 2013 at Seismonaut in Aarhus. Audience: senior leaders/managers at various Danish companies.

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Social Business at Grundfos, May 2013, with some examples and key learnings

  1. 1. Social Business and ROIChristian Carlsson | Social Business Lead Consultant | Global Working |
  2. 2. The world‟s largest manufacturer of pumpsSource: Martin Risgaard (@risgaard)
  3. 3. The purpose of Global Working Culture is born out of Carstens Bjergs, CEO, innovationintent. Grundfos needs to become a global organisation where everyoneworks, collaborates, and innovates as effectively as if we were all „sitting under thesame roof‟.GrundfosSuppliers & Partners Customers & MarketSource: Thomas Asger Hansen (2013)
  4. 4. Social Business at GrundfosTwo Strategic ObjectivesCollaborative ProductivitySocial EmpowermentTwo Social Business HypothesesOutbound success depends oninternal maturity and socialproficiencyLong term success depends oninternalisation of new ways andnew toolsa.k.a CULTURESource: Thomas Asger Hansen (2013)
  5. 5. Our objectives translates in to two opportunitiesExternalInternalSocial EmpowermentCollaborative productivity• Scale• Speed• Productivity• QualitySource: Thomas Asger Hansen (2013)
  6. 6. Strategy Development FrameworkSource: Thomas Asger Hansen (2013)
  7. 7. Strategy Development FrameworkCONNECTIVITY• Improved cross companycollaboration• Increased speed to expertiseCOST REDUCTION• Lower communication costs• Reduced operational costs• Reduced travel and meeting costPRODUCTIVITY• Faster product development cycles• Shorter customer support cycles• Better decision makingREVENUE• Improved global sales and marketingeffectiveness• Customer satisfaction and retentionDigital Literacy• Training Programs• Workshops• Smartworker• Collaboration GuideNetworked Culture• Leadership Development• Maturity Assessments• Communication & Collaboration• Lead Node NetworksCommunity Management• Internal Communities• Branded Online Communities• Leadership ComponentChange drivers• Top-down Vision, Communication Plan, NewInSite, Mobile Engagement & Work, Governance• Bottom up: Pilots, Viral Adoption, Local ProblemSolving.SolutionFinder User CommunityCapitalising on min. 2500 usersOnboarding CommunitySupporting P&S Onboarding processExtranet User CommunityExtracting value & Internal marketeeringSocial SAP CRMIncreased global account sales effectivenessMechanical Hydraulic DevelopmentBD Stream - caseSocial SCM – S&OP ProcessImproved visibility & decision makingGlobal Grundfos Yammer CommunityGlobal Collaboration, Connectivity & SerendipitySocial Business IntelligenceSocial Analytics + Engagement StrategyCustomer Service CommunityInternal + External optionSocial Media CampaigningMarketing initiativesSocial Talent & Grad RecruitingSocial Media Employer BrandingDistance LeadershipPDJA caseP&S Global NetworkLeveraging Global Business ProcessesCompetitor Intelligence NetworkLeveraging Global Business ProcessesTablets & Mobile Devices in GrundfosGlobal caseSource: Thomas Asger Hansen (2013)
  8. 8. Example: Open by default“E-mail is whereknowledge goesto die” Bill French (1999)E-mail is not going away. It has it‟s place, but should be used for private conversations, and not those where others can benefitfrom the info/knowledge. E-mail today is “Closed by default”, you chose who should be part. Social Collaboration is reversesthis and becomes Open by default: you choose instead when/what conversations that should be private.Source: Christian Carlsson (2012)
  9. 9. Example: Knowledge RetentionKnowledge transfer between employees. The opportunity: have your employees up to speed in 6 months instead of 12 months.Source: Christian Carlsson (2012)
  10. 10. Example: Knowledge RetentionTwo months before starting, a new employee should get access to the future team, conversations, sharing, discovery, andmuch more.Source: Christian Carlsson (2013)
  11. 11. Example: Social ProcessingProcesses must always be adopted to new realities; use the crowd to for process support, FAQ, and process improvementSource: IBM (2012)
  12. 12. Example: Jam ConceptIn a time limited period, crowd source and/or collaborate around a specific topicSource: Christian Carlsson (2012)
  13. 13. Example: Jam Concept“… nice work, and great job. You all amazed me in your ability to make avirtual event come to life in more ways that I expected.” (Director)“Thanks to all of you for your full dedication to thisbold experiment! I stated Tuesday in my openingspeech that we with this event wanted to set newstandards for global collaboration. I believe this isexactly what you did!” (Senior Vice President)“Probably can say now already that this was one thebest experiences that I have had within all the GTprograms that I have attended... This just had a differentvibe to it. I had my reservations coming in, but we haveexceeded all expectations.” (Sales Manager)It was a great pleasure to worktogether....definitely new experience...Ithink weve all enjoyed this. Weve alsodeveloped a level of confidence which isquite unusual handing over the taskbetween time zones... (Director)“Can team spirit be practiced virtually? Idno doubt before the event. It is nowconfirmed as all 4 teams working hardhave demonstrated that. And it is amazinghow our talents spread out in different timezones have been dedicated especially lastnight to stay awake and ensure theircontribution almost non stop!”(HR/Facilitator)“… there was a lot of team spirit....jokesand interaction as if we were one close toanother not on different continents.Something to proof that we can do moreonline collaboration in the Group...”(Participant)Talent virtual Jam/Event, 48 hours around the world, first of a kind in GrundfosSource: Grundfos (2013)
  14. 14. Example: Using our expertsEvery organization has lots of experts and experts-in-the-making. Release their knowledge – your customers and prospectstrust them, and listens to them. Use your internal social business methods (like Communities) to locate your experts; enablethem; and then connect them to your customers, at the right time, right place, with the right message.Source: Christian Carlsson (2012)
  15. 15. Example: Using our expertsSource: Ethan McCarty, @ethanmcc (2013)Why we believe in SocialEmpowermentSocial Empowerment: Webuild a web of trust byempowering our employees inDigital/Social Media, extendingour reach, our messageamplification, as well aslistening capabilities.Volume = XContact Surface = 300*YVolume = XContact Surface = YWho listens to corporate messages anymore? And instead of having one person doing 100% -- have 100 people do 1%.
  16. 16. socialbusinessjourney.comExternal channels can also be used as internal communication vehicles. When you have to articulate a strategy, thoughts oractions in words to an external audience, this also becomes more relevant, clear and powerful for the organization.Source: Grundfos Global Working Culture team (2013)
  17. 17. Some key learnings1. Purpose!2. Showcase value when it occurs (#yamwin)3. Leaders: you got to believe – and lead!4. 90:9:1Some key learnings from our social business journey.Source: Martin Risgaard (2013)
  18. 18. Social Business and ROISource: Adopted from Resource Management Systems, Inc. (2002)COSTBENEFITSWHAT WE GIVE(INVESTMENT)ROI(WORTH)WHAT WE GET(RETURN)WHAT I GIVE?WHAT I GET?MY ”ROI”?PERSONTraditional ROI modelAdditional “Social” ROI’sBecoming a Social Business can not follow traditional ROI models, since these – in most cases – does not include the realpower behind the success: the people.
  19. 19. Social Business and ROI• Improve financialperformanceBusinessObjective• Improve salesby winningcompetitiveaccountsOrganizationObjective• Create a360degreeclient viewSocial BusinessObjectiveSource: Christian Carlsson, adopted from Altimeter Group (2012)PersonalobjectiveOne way of looking at how Social Business initiatives can drive business and organizational goals and obejectives. Butagain, remember the most important part: the people!
  20. 20. AdoptionGrass rootC-level;ExecutivesManagementLeaders and Managers: you need to step up tothe challenge and “vote with your fingers”.If you really want the benefits of Social Businessmethods (which most of you do, right?) thenthere is only one way to learn, understand, and“staying in control” (well, that is already to late)and that is to be active and do it your self.Source: Christian Carlsson (2013)
  21. 21. Christian CarlssonSocial Business LeadConsultant, Global WorkingCulture, 54 17 Grundfos SocialBusiness expertsThomas Asger HansenDepartment Head, Global WorkingCulture at Louise Rydahl DueOnline Learning RisgaardYammer guy & Digital Workplace /Intranet by