Social Collaboration in Grundfos v. Martin Risgaard Rasmussen
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 began
• Three small successes
• Five important learnings
Grundfos Facts & Figures
Founded in 1945 by Poul Due Jensen
Main shareholder is the Poul Due Jensen foundation
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.
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
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
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
problem solving can
be reduced by 90 %.
The ‘Value Time’
can be increased by
50 – 200 % for many
business critical job
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 –
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 physically in Copenhagen?”
• 2 ”IT guys” called in to help…
• 4 Community managers appointed
• 40 Invitations sent out two weeks before the
• Hosts posted new content regularly to
• Secondary purpose: Yammer would allow users
to involve ”people at home” in the workshop.
Global Talent Event 2013
48-hour strategic assignment to be solved by 4 global teams –
no travelling allowed.
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
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.
Grundfos 365 – Mail and Calendar change management
Create an efficient, open and honest communications channel
to reduce reliance of email and show new ways of working.
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.
360 participants, 170 conversations, 429 replies in 3 months.
Less than 10 emails from change agents to change
Group has today developed into a peer-to-peer Q&A channel
MHD Community – distance leadership
Creating a sense of belonging in a department of ~80 people all
over the world.
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.
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
Sources: Rogers (1962), Moore (1991), Sampson (2010)
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)
…and most importantly: It all starts with a purpose!
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…
In sum – Grundfos’ Yammer journey so far
Find use cases where the value is visible quickly
Integrate social into processes – don’t make processes
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
Martin Risgaard Rasmussen
Read more about Grundfos’ social journey on…
HAPPEN WHEN SOCIETY
IT HAPPENS WHEN SOCIETY
ADOPTS NEW BEHAVIORS.