Den Moderne Arbejdsplads - Digitale forandringer i Grundfos: En dag i en Grundfos-leders liv, af Thomas Asger Hansen, Head of Global Working Culture & Social Business, Grundfos

1. Digital Change and Leadership in Grundfos
A day in the life of a digital Grundfos leader

2. Thomas Asger Hansen, Head of Global Working Culture & Social Business, Grundfos A/S
Has worked with collaboration in project and
business development for the last 10 years;
 Grundfos
 Bang & Olufsen
 TDC
 Bestseller
I studied in
Chapel Hill,
NC
Bordeaux, F
Aalborg, DK
I work for Grundfos
Information
Service
&
Human Resource
I live in
Viborg,
Denmark
I talk about
#socbiz
#digitalworkplace
#collaboration
#orgculture
#change
On the web
socialbusinessjourney.com
@thomasasger
I really dig
Outdoor
stuff
Sauternes

3. MEET ERIKA (our persona)
core objective in life is to be successful in her job
hobbies are duathlon and architecture
works with building services
Erika has her own strategy for use of social and digital media
in short, her vision is to use digital and social tech in a way that
optimizes her face2face time in every possible way
she has taken herself time to become digitally literate with a specific
range of tools, and she has also taken the time to adopt much of the
mindset needed for her to be able to practice and apply her skills in her
current job and private life.
Erika Hofmann, 38, Sales Engineer
with Grundfos for the last 6½ years.

4. Type 1 is the colleague, who is great at contributing in a
project or team setting, despite challenges imposed by
conditions such as diversity in terms of nationality and
culture, or geographical distance between members,
time zones, etc.
Type 2 is the colleague, who is great at contributing to
the success of many different teams or people by
connecting the right people or projects and asking the
right questions across organizational boundaries. This
person uses not only their own network, but is also able
to activate the networks’ network, thereby accelerating
the ‘accidental’ coordination between initiatives
and projects.
Erika is a productive digital employee – and a ‘green dot’
On her job, Erika aims to perform on personal productivity as well as collaborative productivity!
Erikas’ collaborative productivity skills are excellent. She masters both Type 1 and Type 2 collaboration.

5. ONE DAY IN LIFE
Online inspiration offline
Another part of Erika's
morning ritual is to jog 5 k.
and to get inspired at the
same time.
A digital finger on the pulse
Since it's Monday, Erika does
her Monday team #wol.
Relationship discovery and building
Her first activity of the day is to go to a
morning seminar on green domestic
building trends in the public sector.
Enterprise Collaboration Network
Driving back from the meeting, she
collects her thoughts and decides to
make 2 posts on the Grundfos ECN.
Co-creation
When hitting the office, she is 7
minutes late, and immediately
jumps into a solutions meeting
with the technical team.
Proactive Serendipity
Then it's time for her
mandatory proactive
serendipity session
(Grundfos has decided to
deploy a standard of ½
hour weekly).
What's trending
After having finished her
proactive serendipity
session, she gets inspired
to check Delve to see
what her 'hot' network
contacts are actually
working on.
Strategy Jam
The day at the office is
coming to an end, and
her last commitment
is to participate in the
all company YamJam
on 'How to fund the
future of the
company'.
Ahh, that's such a great song...
On her way home, Erika just
want to relax, and she cranks
up the stereo - no need for
directions or virtual assistants!
Company News on the Go
She has 15 minutes left before
reaching the office, so she
decides to listen to the
Intranet news of the day.
Sharing
She shares a post from
The GPC Customer Community
into the VoC community and
@mentions the CEO
Personal and Professional Networks
Part of Erika's morning ritual is to check
her personal mail accounts and
Instagram. And then LinkedIn.
ONLINE
OFFLINE
Analog vs. Digital
Erika's alarm clock wakes her
up at Up at 6 am. It's
Monday morning.
The Grundfos Social
Business Ecosystem Entry
She quickly agrees with him
that he should get 2 specific
product leaflets of particular
interest.
Who knows who - CRM
Also, Erika connects with
him on LinkedIn, and is
automatically informed that
2 other sales staff from
Grundfos knows this person
and is working on a contract
with that company.

6. Analog vs. Digital

7. Personal and Professional Networks
PERSONAL
NETWORKS
PROFESSIONAL
NETWORKS

8. Share to Speech

9. EXAMPLE – MONDAY MORNING WOL (WORKING OUT LOUD) A non-negotiable standard – this IS how we roll!
Common “tagsonomi”
The first one starts,
everyone else
follows.
Short description of
key deliverable,
tasks, or focus areas
of the week
“Ping in” others to
the update, even if
not part of the core
team
Add work-in-
progress
Ask
clarification
questions, or
add
perspectives

10. Lead App – one entry into the Grundfos Social Business Ecosystem

11. EXAMPLE – CO-CREATION

12. EXAMPLE – DELVE

13. EXAMPLE – LISTENING

14. EXAMPLE – VOICE OF THE CUSTOMER + MADS BLOG

15. 2020 Strategy Yamjam: Must-Win-Battle 1 & 5
2 iterations
48 hours
= speed x3
HOW
1. Announcement of session
2. Primer-questions posted by VP’s
3. Network engagement
4. VP’s committed to answer – open and speedy
5. Thank you + Closure moderation
Support: YES team & Reverse Mentoring
WHY
• Complement leadership cascading
• Improve local understanding and cross-company
collaboration on our 2020 Strategy
• Boost continuous strategy dialogues
• Show role model behaviour

16. Personal and Professional Networks
Part of Erika's morning ritual is to check
her personal mail accounts and
Instagram. And then LinkedIn.
ONLINE
OFFLINE
Analog vs. Digital
Erika's alarm clock wakes her
up at Up at 6 am. It's
Monday morning.
Online inspiration offline
Another part of Erika's
morning ritual is to jog 5 k.
and to get inspired at the
same time.
A digital finger on the pulse
Since it's Monday, Erika does
her Monday team #wol.
Relationship discovery and building
Her first activity of the day is to go to a
morning seminar on green domestic
building trends in the public sector.
The Grundfos Social
Business Ecosystem Entry
She quickly agrees with him
that he should get 2 specific
product leaflets of particular
interest.
Who knows who - CRM
Also, Erika connects with
him on LinkedIn, and is
automatically informed that
2 other sales staff from
Grundfos knows this person
and is working on a contract
with that company.
Enterprise Collaboration Network
Driving back from the meeting, she
collects her thoughts and decides to
make 2 posts on the Grundfos ECN.
Company News on the Go
She has 15 minutes left before
reaching the office, so she
decides to listen to the
Intranet news of the day.
Co-creation
When hitting the office, she is 7
minutes late, and immediately
jumps into a solutions meeting
with the technical team.
Proactive Serendipity
Then it's time for her
mandatory proactive
serendipity session
(Grundfos has decided to
deploy a standard of ½
hour weekly).
What's trending
After having finished her
proactive serendipity
session, she gets inspired
to check Delve to see
what her 'hot' network
contacts are actually
working on.
Sharing
She shares a post from
The GPC Customer Community
into the VoC community and
@mentions the CEO
Strategy Jam
The day at the office is
coming to an end, and
her last commitment
is to participate in the
all company YamJam
on 'How to fund the
future of the
company'.
Ahh, that's such a great song...
On her way home, Erika just
want to relax, and she cranks
up the stereo - no need for
directions or virtual assistants!
DRIVING VISION REAL AMBITION REALITY
ONE DAY IN LIFE – REALITY CHECK

17. Why it’s difficult from an organizational design perspective
You have to help the
organization (one person
at a time) cross the chasm
http://commons.wikimedia.org/wiki/File:Technology-Adoption-Lifecycle.png
Enthusiasts buy into a new
technology just to explore what
it can do
Pragmatics do not adopt until
they see how other people are
making use of it – is it a passing
fad or for real. They want to see
well established references
before investing.
Visionaries find it easy to
imagine what it can do for
them – the envision or seek
benefits and new ways
Conservatives have the
concerns of pragmatics + more!
Will not adopt until it has
become a well established
standard – and wants to be
absolutely sure that they can
get lots of support.
Skeptics never move first. They
only adopt when it is designed
into a process or policy, or
somehow else integrated in
something that they have to do
– often motivated by another
context.

18. Why it’s difficult from an organizational design perspective
Time
Making an organization or
person cross the chasm
Time
Technology
Mind-set
When the two worlds are
out of sync in an organization
http://commons.wikimedia.org/wiki/File:Technology-Adoption-Lifecycle.png
Technology
Mind-set

19. The leadership cookbook for digital collaboration (also known as ‘it sounds easy but don’t fool yourself’)
Recipe
1. Always start with ‘Purpose’ and pain-points
2. Establish a structured ‘green dot’ pilot program
3. See if you can create Management or C-suite role models
by providing help in an existing use-case (remember, they
are most likely ‘Early Majority’).
4. Tell the cheerleaders that you don’t need their support –
you just need them to engage in a new way!
5. Evangelize the ‘Working as a network’ paradigm.
6. Articulate concrete NNS’s including behaviors and tools.
7. Provide simple enablement resources.
8. Highlight YamWins along the way – it works better than
making a ‘case-database’
Ingredients
1. Working as a Network Mindset (WOL)
2. Enterprise Collaboration Network (ESN)
3. Community Management
4. Virtual Leadership
5. Digital Literacy (collaboration tools)
6. Project template
7. Team template
8. User Guides
9. Green dots and role models

20. Thank you!
Thomas Asger Hansen
Head of Grundfos Global Working Culture
Christian Carlsson
Social Business Evangelist
Our thoughts on the Grundfos’ Social Business &
Collaboration Journey: socialbusinessjourney.com

21. INTERNAL
EMPLOYEES,
PARTNERS
SALES/REVENUE
COMMUNITY ENGAGEMENT
COLLABORATION
PROCESS IMPROVEMENT
EXTERNAL
CUSTOMERS,
PARTNERS, MEDIA,
INFLUENCERS
SOCIAL BRAND &
STAKEHOLDER RELATIONSHIP
MANAGEMENT
OPERATIONAL
EXCELLENCE & RETURN OF
EXPERTISE
SOCIAL ENABLEMENT
KNOWLEDGE SHARING
PRODUCT INNOVATION
EMPLOYEE ADVOCACY
CUSTOMER/SALES SUPPORT
CUSTOMER SATISFACTION
CUSTOMER ADVOCACY
PRODUCT FEEDBACK
A CONNECTED SOCIAL BUSINESS ECOSYSTEM