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Social
Business
Cooking
at Grundfos
How to get a faster and higher return on
our projects and collective know-how.
LL
S WI A N T
O
ND F N I F I C
!
GRU SIG
C ALE
S
VEST EN WE
H A R S WH
T
E SU L
R

POTENTIAL COST SAVINGS
OF $10 MIO. ANNUALLY

FACTOR 2 INCREASE IN PRODUCTIVITY
WHEN EXECUTING EVENTS AND PROJECTS

SIGNIFICANTLY BETTER RETURN ON EXPERTISE
AND COLLECTIVE KNOW-HOW

FACTOR 2-3 INCREASE ON BUSINESS PROCESS
QUALITY AND OUTPUT VALUE

2
What is Global
Working Culture and
Social Business?
Global Working Culture and
Social Business are all about
getting more out of the work
we already do. It is about
executing faster and better
than we do today. It is about
taking full advantage of
our collective know-how.
It is about engaging with
the world around us to move
ourselves and our business
forward. Internal and external
social business are two equally
important ‘must-win’ battles
for Grundfos.

During 2013 we have identified some
of the key recipes and ingredients of
how a successful and highly effective
‘global working and social business
culture’ in Grundfos could look like.
We have not invented it. We have simply looked at what was already going
on, added new technology or methods, and – in some cases – guidance,
coaching and sparring.

Y’ to arrive with their ‘digitally native’
habits, or should we launch more
structured change and development
programs across Grundfos?
What do you think?
We hope to inspire some action.
Thank you to all the contributors, believers, and participants we have been
lucky to work with so far. The success
stories are all yours!

Big questions we try to answer:
•	
Where do we focus and how do
we scale?

Enjoy the read.

•	 we ready to change? Can we
Are
change?

Thomas Asger Hansen
Head of Global Working Culture
and Social Business

•	
How much should we push top
down?
•	
Should we just wait for ‘Generation

3

Christian Carlsson
Social Business Lead Consultant
Can be scaled by designing
a fully connected Grundfos
according to the purpose
and principles promoted
in this whitepaper

Will drive change
and results!

Can be scaled by
applying recipes
and skills described
in this whitepaper.

PURPOSE
“To drive business growth, innovation, and strategy
execution, by making it normal to engage openly in the
globally connected Grundfos – internally and externally
– with a sincere intent of leveraging opportunities and
ideas, collaborating effectively, or reducing inefficiencies.”

SERENDIPITOUS*

PROGRAMMED

RESULTS
COST EFFICIENCY

PRODUCTIVITY

REVENUE

COMMUNICATION
COST

RETURN ON EFFORT (ROE)

HIGHER GLOBAL SALES
EFFECTIVENESS

FASTER PRODUCT
DEVELOPMENT CYCLES

BETTER CUSTOMER RETENSION

SHORTER CUSTOMER
SUPPORT CYCLES

MEETING COST

IMPROVED MARKETING
EFFECTIVENESS

TRAVELLING COST

CONNECTIVENESS
RETURN ON EXPERTISE (ROX)

DECISION MAKING QUALITY

ENGAGEMENT LEVEL

BUSINESS PROCESS QUALITY

ENGAGEMENT QUALITY

Connectiveness is the foundational goal
– it can be understood as a means and enabler
for the three core goal categories.

*	 efinition in the glossary on page 7.
D

4
Identifying sales
opportunities
Reducing non-productive
meeting time by 10-20%

BY APPLYING SOCIAL
MEDIA AND FORUM
ANALYSES

 40% reduction of emails for
collaboration and project development

BY USING VIRTUAL 
SOCIAL COLLABORATION
PLATFORMS

Understanding market
sentiments
Better ‘Sales Intelligence
 Excellence’ than any
of our competitors

Global events with extraordinary results
at 50% of planned costs
Campaigns planned and launched
better and more cost effective
than ever before

BY REVERSE
MENTORING
AND SOCIAL
EMPOWERMENT
Industry Thought
Leaders*

Better ‘Sales Intelligence 
Excellence’ than any of our competitors
SAVINGS

BY USING COMMUNITY
MANAGEMENT  VIRTUAL
LEADERSHIP

$15,000, $20,000, ... and more

BY CONNECTING
PEOPLE IN ONE
SINGLE NETWORK

3 X SPEED
Process Implementation  Process Improvement

Increase ‘Return-onExpertise’ by activating
our collective know-how

Better Product Development

*	 efinition in the glossary on page 7.
D

5
Cases  Recipes
PAGE 8-15

Ingredients
PAGE 16-23

6
Glossary
COOKING UP A
COLLABORATIVE CULTURE
To nurture a high-performing
collaboration and social
business culture, there are a
few basic concept ingredients
and definitions we all need to
know and use on a daily basis;
CONNECTIVENESS
Connectiveness is a designed word.
It means to embrace the best of
connectivity and connectedness.
The technical ingredient is one big
network with rich profiles of all
employees. The cultural ingredient
is a high social business maturity. It
means that people want to connect
and share, know what to share or
how to refer to the right person.
CULTURE
The collective set of artefacts,
behaviours, values, and assumptions
which define how things are done.

EFFECTIVENESS
The capability of producing
a desired result:
Realised Output / Target Output

PRODUCTIVITY
An economic measure of output
per unit of input:
Output / Input

EFFICIENCY
Performing or functioning in the
best possible manner with the least
waste of time and effort:
Consumed Input / Target Input

INDUSTRY THOUGHT LEADER
Person who is recognised as an
authority in a specialised field,
and whose expertise is sought.

SERENDIPITY
Serendipity means a “fortuitous
happenstance” or “pleasant surprise”.
It was first coined by Horace Walpole
in 1754. In a letter he wrote to a friend
Walpole explained an unexpected discovery he had made by reference to a
Persian fairy tale, “The Three Princes
of Serendip”. The princes, he told his
correspondent, were “always making
discoveries, by accidents and sagacity, of things which they were not in
quest of”. In its modern vernacular,
serendipity is commonly associated
with luck, neglecting the sagacity that
infer some conditions more conducive
to accidental discovery than othersl

ONLINE COMMUNITY
A number of connected people with
a shared purpose or domain culture,
who have a sense of community.

SOCIAL BUSINESS DESIGN
Strategic application of social computing and leadership to enterprise
challenges.

ONLINE NETWORK
A number of people formally
connected through a relationship
or a belonging.

WORKING OUT LOUD
The concept of continuously narrating, and/or executing, work openly.

FORMULA FOR CALCULATING
THE POTENTIAL CORPORATE
ANNUAL SAVING
(Avg. Active Usebase) x (Avg. Skill Rate)
x (Avg. Historic Annual Serendipitous
Saving)

7
Fast forward
to resolution
GLOBAL COMMUNITY CASE

CONNECTIVENESS

RECIPE  INGREDIENTS
Spend a few minutes to prepare your
inquiry
Ask a specific question - make it clear
what challenge you are planning to
solve and your timelines
Post question in the Global Grundfos
Community
When people give their input ask
follow up questions
Follow up with your newly
discovered experts
Feedback how this helped you
overcome your challenge

COST EFFICIENCY

PRODUCTIVITY

AN EFFECTIVE ‘GLOBAL GRUNDFOS
COMMUNITY’ ENABLES USE OF
OUR COLLECTIVE EXPERTISE AND
BUSINESS KNOWLEDGE.
Understanding regulations is very
important for the Grundfos business.
It is important for RD, Supply Chain
Management, Purchase, and Sales.
But how do you gain insights in order
to respond rapidly? The challenge
becomes even more difficult when
you are a new employee in Grundfos.
Magdalena, Business Consultant and
Global Graduate has just over 1 years
of seniority in Grundfos. She was in
need of input on export challenges
around the world in anticipation of a
meeting with the American-Danish

Trade Council. She posted to Yammer
to utilise the Global Community’s
experience and quickly gathered
examples and experts to strengthen
her case.

RESULTS
Global reach of challenge and
request after less than 5 minutes
effort
Input from multiple people with
cross organisational expertise
and job roles in less than 24
hours
Total Problem Solving Time
(TPST) estimated to 18 minutes

Approval Engineer
2 minutes

NORMAL

Open,
1 thread,
Searchable,
TPST = 18 min

Senior Project Manager
2 minutes

NEW NORMAL

Closed,
Many emails,
Unsearchable,
TPST = ?

REVENUE

Manager
2+2 minutes
Product
Engineer
2 minutes
Business Consultant
5+3 minutes

8
Clear question
asking for
information on
certain business
practices to
gather evidence

Bring others into
the conversation
who you think can
answer
CONNECTIVENESS

COST EFFICIENCY

PRODUCTIVITY

REVENUE

Brings examples
in from the
organisation that
are relevant and
impactful
The expert is
pulled into the
discussion
One idea and
contribution spurs
other ideas and
contributions

9
Service Product Handbook
S ONLY
INTERNAL UionE- Feb. 2013
1. vers

10529_Service_Handbook.indd 1

03-02-2013 23:16:20

“Working with a tool like Yammer, made us able to
avoid the normal ‘Stop-Go-Stop-Go’ workflow you
often experience in Grundfos project work. Sometimes it seems like people think of physical meetings
as a kind of mental stage-gates: We can’t work until
we’ve had a meeting about this.”
Kirsten Jakobsen, Rotation Employee, GMA, California

10
Internal Launch
of Service Product
Catalogue
GLOBAL COMMUNITY CASE

CONNECTIVENESS

RECIPE  INGREDIENTS
Be clear on the purpose and success
criteria for your project
Understand that you have to be
effective together without meeting
and travelling
Make a private working group on
Yammer (allowing asynchronous
24/7 working)
Agree on wanting to succeed doing
virtual team-work
Teach each other how to ‘Work
Out Loud’
Become ‘Digitally Literate’
Bring in the entire task and problem
solving to the group – don’t do parts
on email
Use digital questionnaire and
gamification to prime awareness
and involvement
Execute by combining local physical
mini-events with digital support
CHALLENGE:
Plan and execute a proper launch
event with a formal budget of 850 €.
A team of 4 people located in different
parts of Grundfos was given the task

COST EFFICIENCY

PRODUCTIVITY

1½ months before the target launch
date. They managed with success because of their approach, their willingness to use new tools, and their trust
in one another.
Internal communication in large
organisations can be a real challenge,
since most employees feel the suffer
from information over load.
Therefore, it was decided to launch
the information via a combination
of a digital package and small local
gatherings/events.
THE GOAL:
Awareness of Service Products Portfolio to be increased from 10% to at
least 50% of target group.
PROJECT/CAMPAIGN TEAM:
Four people, part time, spread across
three time zones.
PURPOSE:
To create awareness of the Service
Products Portfolio. We want to spread
the message that now we have and
should use a uniform  global service
product portfolio linked to pump
products and markets. Going forward

11

REVENUE

this will give Grundfos value added towards our present  future customers
in Selling Service  creating solutions/
consultancies.
TARGET GROUP:
Programme  Product Managers,
BD-project managers, RT people
(DD), Segment people, Marketing
Staff, PS and PDJA (for competence
development within Selling Service 
Technical Competencies).

RESULTS
400+ people (equivalent to
70%) of the primary target
group were reached during
the launch, and exposed to
the content
About 40% were engaged in
a way that gave immediate
feedback to the project team
Project execution on time
within budget
Cost consolidation
and saving
GLOBAL COMMUNITY CASE

CONNECTIVENESS

RECIPE  INGREDIENTS
A question being asked in the All
Company feed
Recognising an opportunity in the
open thread and reassigning it to the
right group for further discussion
Bringing in various different members
to verify and arrive at a solution
CHALLENGE:
FINDING EFFICIENCIES IN HOW THE
ORGANISATION BUYS LICENSES
In a global organisation of 18,000+
employees it is often difficult to know
and track definitively who is working
on what. The outcomes are often

This is a very
nice example of
a serendipitous
event taking place!

COST EFFICIENCY

PRODUCTIVITY

more than just lack of collaboration.
Duplication of effort often results
when similar threads of work that
could be joined up are not.
This is where one single enterprise
network plays a leading role to
success, as can be seen in this great
example which all started with
Johannes Dissing.
Johannes, an NDI Project Manager,
needed to find out if there was any
training material for a software tool
he was planning to use. In discovering
a source for training material, we also
discovered that the training material
had been paid for individually rather

than in a group license scheme.
A solution was identified to see how
many individual licenses had been
purchased from an individual supplier
and whether there was any way to
consolidate them. There was an
opportunity to consolidate all licenses
into one group agreement on behalf
of Grundfos. A saving of $20,000 was
achieved.

RESULTS
$20,000 saved

We define Serendipity as ‘pleasant surprise’. We can make the number
of pleasant surprises grow proportionally with the number of people
we connect and the skill with which we share. The most important
ingredients for serendipity to happen is Working Out Loud and One
Enterprise Social Network!
Read more about the origin of Serendipity
in ‘Ingredients and Glossary’ on page 33.

12

REVENUE
Clear question asking for information
on the use of a specific tool

Clear answer with added information
identifying opportunity
CONNECTIVENESS

COST EFFICIENCY

PRODUCTIVITY

REVENUE

Decision to move conversation to a
separate group to make exploration
focused and targeted

The Grundfos Crowdsourcing Group
was established as a place where ideas
of this kind could be nurtured

Exploration in group to arrive at
solution and cost saving

13
THE VOICE OF OUR CUSTOMERS
“Talk to the president of the company... or have
the local TV station trouble shooter talk to them!
I’m not thinking they’d (Grundfos) like their poor
customer service broadcast all over the news.”
“Not the cheapest of pumps,
but certainly built to last.”
CONNECTIVENESS

COST EFFICIENCY

PRODUCTIVITY

REVENUE

“I normally specify Grundfos because
of fantastic after sales service.”

“The combination has been more reliable
than our Grundfos pump, which stops
regularly with ants in the pressure switch.”
“We have had good luck with the Grundfos SQFlex
pumps (solar), if you size your pump and panels to
your well they will do just as well as line power.”

TOP 5 ENGLISH SPEAKING
DISCUSSION FORUMS FOR
GRUNDFOS PUMPS*.

251

ukplumbersforum.co.uk
boards.ie
forum.lowyat.net

105
59

diybanter.com

14

55

hearth.com

*	 ased on Netbase search for
B
postings with “Grundfos” included
one or several times, Sept—Nov 2013

52
Social Listening
(in external social media)

SOCIAL BUSINESS INTELLIGENCE USE-CASE

CONNECTIVENESS

RECIPE  INGREDIENTS
Access to software capable of multi
language listening to sources like:
·	Blogs
·	 Social Networks
·	 Discussion Forums
·	Microblogs
·	News
·	Reviews
·	Comments
Language specific resources, with
domain knowledge, who can manually
go through, validate, and analyse posts
Millions of publicly available posts,
conversations, and mentions
Every day and hour Grundfos is being
mentioned online in various social
media. It can be employees who are
amplifying good brand messages (see
Social Empowerment); or prospects
researching and comparing us towards
competitors; or even current customers who might be voicing either their
pleasure with our products, or worse,
they might have a problem. In all cases Grundfos must be actively listening
so we can understand the dialogues,
and act when necessary.
Social Listening gives us the capability
of listening to public conversations –
either brand specific (like “Grundfos”)

COST EFFICIENCY

PRODUCTIVITY

or topic specific (like “wastewater”).
And by doing so, Grundfos can react
on issues and problems, and proactively learn and gain insights.
When it comes to qualitative, in-depth
conversations about Grundfos or
competitors’ products and solutions,
then our listening activities clearly
shows that these take place in various
Discussion Forums.
 
Take UK for instance. One Discussion
Forum alone – the UK Plumbers
Forum – accounts for approx. 90%
of all Grundfos Brand related discussions. Customers, Prospects, Installers,
and Do-it-your-self (DIY) enthusiast
are engaging in a constant flow of
pump discussions. Many of which are
Grundfos specific, but other competing brands are also included.
Listening into these conversations,
analysing them, drawing out findings
provides valuable insights to Grundfos, but it can not be automated.
Our experience shows that tools can
help us locate the conversation, but
deriving the insights must be done
by a person with right skills and
sufficient domain knowledge.
Also forums typically not linked to
Grundfos products or solutions can
contain interesting and valuable

15

REVENUE

conversations. One recent example
(August 2013) shows how important
it is that we (Grundfos) continually
monitor our brand. A long term happy
customer suddenly was faced with a
malfunctioning product and felt he
did not get the support he was entitled to. It came to a point where he
turned to a forum he was much active
in and a strong contributor with influence – Yesterdays Tractor Forum – and
voiced his concern. Immediately his
friends and followers joined the conversation, with various suggestions,
with increasing criticism as a result.
A long story made short: since Social
Listening picked up the conversation,
we got in touch with the customer,
helped him find a solution, and at
the end actually praised Grundfos
for solving the problem.
Grundfos are still in the early stages
of capitalising on the Social Listening
opportunity. Listening to Brand and
Competitive conversations is a first
step. Using Listening to understand
new markets, trends, and perhaps
identify new opportunities is the next
step. But the real value lies within
making the insights and intelligence
available to the right Grundfos people,
at the right time, in the right way
– and then using the insights in planning, strategising, and development.
One Grundfos
Community
One large Grundfos community will be a key driver
to increase the business and
sales return on the collective
know-how and expertise of
our entire organisation. The
logic and factual substance to
this claim can be explained by
two important terms: Serendipity and Connectiveness.

WE DEFINE SERENDIPITY* AS:
A ‘happy coincidence’. It is the
accidental chance that someone you
never thought could help suddenly
turns up – and is able to help you.
Or perhaps, a solution someone
already developed and made available
coincidentally passes your way, when
you need it – and sometimes even
before you recognised the need for
that particular solution.
WE DEFINE CONNECTIVENESS* AS:
1. 	 he ability to connect across
T
barriers in time, space, or form

2.	 The extent to which it happens
3.	
The purpose and quality of the
interaction
Serendipity is directly proportional to
the number of people who connect.
That’s why we need as many people
as possible on one shared network.
Then we can develop our organisation,
our community structures, and our
working culture to generate maximum serendipity.
* Definition in the glossary on page 7.


Community
Literacy
Community literacy will be
a mandatory leadership competence in Grundfos, and simply put, the definition is: The
art of deliberately using communities and applying community management to develop
our business and organisation.

In practice it is about being able to design and drive a community according
to a prioritised purpose or business
goal.

	

–	 Member recruitment

	 –	Moderation

1.	 Community strategy and planning
2.	 Community management

16

–	 Relationship development

	
ESSENTIAL COMMUNITY LITERACY
SKILLS ARE:

	

–	 Content curation

3.	 Digital literacy / Tools
THE ORGANISATIONAL GOAL
FROM A DESIGN PERSPECTIVE

NORMAL
KNOWN
BY SELF

KNOWN
BY OTHERS

UNKNOWN
BY OTHERS

UNKNOWN
BY SELF

ARENA

BLIND SPOT

FACADE

UNKNOWN

SERENDIPITOUS DESIGN

CONNECTIVENESS
KNOWN
BY SELF

UNKNOWN
BY SELF

COMMUNITY LITERACY

KNOWN
BY OTHERS

ARENA

BLIND
SPOT

UNKNOWN
BY OTHERS

FACADE

UNKNOWN

NEW NORMAL

17
NORMAL

NEW NORMAL

ASSUMPTION

REALITY

I already know who can help me
– or my manager does!

Maybe, but you don’t know what you don’t know. And you
don’t know all the people who could potentially help you
to find the best solution.

Too many people will get involved.
It will slow me and the project down!

Only if you do not communicate your expectations to
scope, timing, etc. clearly. Depending on the input you may
have to change decisions already made. But that would not
be slowing down – that would be improving the project.

My work isn’t relevant to others!

How do you know? If you share it, somebody else might
find it useful – but only if they can find it. How many times
do you think we reinvent the wheel at Grundfos?

I don’t want to disturb a lot of people;
we have enough information overload
as it is!

That is the smart thing about online collaboration – you
can decide what information you want. You just need to
learn how to manage your settings.

I’ve been hired to do this job.
Other people should do their own job!

Nobody will take your job. But we will all have a chance
to do our job as good as we can. Did you know that most
of the successful projects or patents at Grundfos are the
result of collaboration?

Our known and affective communication
channels will break down! I will be lost ...

We will still have corporate information channels, where
you can keep being informed. And soon you will also get
used to being part of the communities – like a butterfly
flying from one flower to the next to collect what it needs.

18
Working
Out Loud
Until now we have been
used to solving our tasks
more or less on our own or by
involving colleagues close by.
Increasingly, with the globalisation of Grundfos, we are
getting used to collaborating
online and across borders.
But we have to be much
better at this and that is
why we have to change the
way we work. We have to
learn to Work Out Loud!
What does it mean to Work Out
Loud? Maybe you have to share your
draft before it is quite finished to
get feedback. Maybe you have to

The culture of Working Out Loud gives
you new opportunities to strengthen
your leadership:
•	 more present – and even save
Be
time – by redirecting a little energy
from mail to the community!
•	
Easily give feedback as a natural
part of the ongoing conversation
•	
Empower people by asking involving
questions
•	
Signal value based leadership via

have the courage to ask a seemingly
stupid question. Maybe you have to
involve colleagues much earlier in the
planning phase of your project. This
is what Working Out Loud is all about
- to have the courage to tell people
about and execute your work out in
the open.

GRUNDFOS VALUES
Open and Trustworthy
Focused on people
Partnership
Relentlessly ambitious
Sustainability
Independent

micro-posts in the community
•	
Ensure high performance by
keeping everybody in the loop
•	
Know what’s cooking because
everyone joins the conversation
– and welcome the challenging
questions since they create progress
•	
Increase innovation by tapping into
the collective intelligence of your
community – not just your own
team!

19

Working Out Loud is a generous
way of working and it is the future
way of working – just ask the new
generations.
Working Out Loud is a major cultural
shift, and there are a lot of barriers
that we need to overcome together.

LEADERSHIP PRINCIPLES
You are present
You inspire passion, curiosity and joy
You empower people
You build high-performing teams
You invent tomorrow

The easiest way to transform
our values and leadership
principles from nice words
to real action is to WORK
OUT LOUD!
Digital Literacy
The high performing leader
of global teams wants to keep
the conversation going 24/7.
It’s important to enforce trust,
openness and sharing. Digital
literacy is a pre-requisite to
become successful.
Digital literacy can simply be defined
as the ability to use both synchronous
and asynchronous tools effectively, i.e.
comfortably using the right tool for
the right purpose
Synchronous work happens when
everyone engages together at the
same time (online or face-to-face).
Web-conferencing or telephone conversations are examples of synchronous activities. The future standard
tools for synchronous collaboration in
Grundfos are found in Microsoft Lync.
Asynchronous work happens when
meaningful collaboration or work can
happen even if you are ‘alone’ with

the tool or on the platform. The traditional form of asynchronous collaboration is email. The future standard
will be Microsoft Outlook for mail,
Yammer for team communication and
Microsoft Sharepoint for file sharing.
EXAMPLE 1:
LEADING PEOPLE AT A DISTANCE
You want to be present and keep people informed. You want to keep the
work and conversation going – also
when you are not awake . You want to
involve and you want to create trust.
How do you do that?
•	 official meetings and formal/
For
informal 1:1 dialogue use Adobe
Connect or Scopia (Lync in the future)
•	 on-going, informal, real-time
For
dialogue, use Lync (signaling
presence and availability)
•	 on-going discussions, coFor
creation, informal chat, knowledge
sharing, etc. use Yammer (many
leaders have replaced meetings
by discussions already!)

FORMAL

EXAMPLE 2:
VIRTUAL PROJECT TEAM
COLLABORATION
You want to create trust among the
team members. You want to keep the
ball rolling with focus on delivery and
progress. How do you do that in
a virtual environment?
•	 kick-off the project and make
To
sure that all team members get off
to a good start use Adobe Connect.
Record the session so that it is available to people not present in the
kick-off (Lync is also an option)
•	 sharing and editing of files/
For
content use CenterStage or Wiki
(Sharepoint in the future)
•	 project discussions, knowledge
For
sharing and updates, use Yammer
•	 milestone meetings online, and
For
other meetings, use Adobe Connect
or Scopia (Lync in the future)
•	 on-going, informal, real-time
For
dialogue use Lync (chat, presence
indicator, etc)

INFORMAL
Scopia

SYNCHRONOUS

Adobe
Connect
Lync
Sharepoint
Jira

ASYNCHRONOUS

Adobe
Presenter
Outlook
email

Yammer
Confluence
WIKI

CenterStage

20

The model provides an overview of
the most used global communication
 collaboration tools in Grundfos
2013. The corporate standard tools
for the future are listed with blue.
Organisational
Maturity Assessment
HIERARCHY

EMERGENT
COMMUNITY

COMMUNITY

NETWORK

STRATEGY

Familiarise
 Listen

Participate

Build

Integrated

LEADERSHIP

Command
 Control

Consensus

Collaborative

Distributed

Reactive

Contributive

Emergent

Activist

COMMUNITY
MANAGEMENT

None

Informal

Defined roles
 processes

Integrated roles
 processes

CONTENT 
PROGRAMMING

Formal 
Structured

Some user
generated content

Community created
content

Integrated formal
 user generated

No Guidelines

Restrictive

Flexible

Inclusive

Consumer tools
used by individuals

Consumer 
self-service tools

Mix of consumer
 enterprise tools

“Social“ functionality
integrated entirely

Anecdotal

Activity Tracking

Activities
 Content

Behaviors
 Outcomes

CULTURE

POLICIES 
GOVERNANCE
TOOLS
METRICS 
MEASUREMENT

Original source: Community Roundtable

We want to get better and
better to work and collaborate ‘as if we were sitting
under one roof’ despite our
global nature, large number
of employees, and rather
complex product programme
and organisational structures.

BUT HOW DO WE KNOW HOW
GOOD WE ARE?
One of the ways we can estimate
how skilled we have become, and
how good we are at doing truly
‘social business’, is to assess our
practices and habits with respect to a
number of identifyable ‘organisational
competences’!
One way of understanding the task is
to go through the illustration above.

21

On the ‘X-axis’ the 4 major skill levels
are mapped. On the ‘Y-axis’, the
organisational skills – some call them
competencies – are mapped. The red
dots indicate where Grundfos (as one
big average) can be thought to be. The
green dots indicate where we want
to be in 2016. The reason we want
to increase our skill level is that we
believe that an organisation with this
skill level is a more effective global
organisation that the ones with lower
skill levels.
EXAMPLE OF AN ECOSYSTEM INTERACTION
By listening to customers in public forums and groups, insights about
needs and wants are derived and channeled to the right internal
community or function. Based on this, interesting content is co-created
by Experts and Thought Leaders in the form of a blogs or videos.
Marketing maximises the effect of the content, aligns with current
activities, and distributes it the right global and local channels. In
addition it is amplified by our own employees in to their own networks.
As customers and prospects interact with the content, or in dialogue
with a Grundfos employee, patterns about what they are interested in
is collected and distributed to sales for action.
Market influencers are identified and coupled with Grundfos experts
– not only to manage them, but also to listen to them, learn, and understand market changes.

A CONNECTED GRUNDFOS SOCIAL BUSINESS ECOSYSTEM
Employees
Experts  Thought Leaders
Partners
Customers  Prospects
Influencers
Competitors

PEOPLE

PROCESSES

TECHNOLOGY

Global Enterprise Social Network
Social Listening
Social CMS
Amplification
Influencer Management

22

Planning  Strategising
Lead Node Network
Social Empowerment
Content Marketing
Social Selling
Services  Support
Measure  Adjust
Social Business
Ecosystem
A Social Business Ecosystem is
a connected set of interacting
organisational capabilities,
triggers, and events – internal
as well as external. Its how
people, information, processes
and platforms connect in such
ways that it creates value
both for the organisation
and individuals. 
The concept ingredients are typically:
•	ocial Listening and Digital IntelS
ligence for brand watch, keyword
research, and opportunity discovery
•	ocial CMS for Content Marketing,
S
Global and Local distribution and
channel management, and Analytics
•	ME and Thought Leader FrameS
work for market reach and creating
a Voice of Industry
•	mployee Amplification for creE
ating and measuring the effect of
Social Empowerment
•	 Social CRM for Lead Management
•	 Influencer Management for managing key market influencers
•	
Global Enterprise Social Network
for internal knowledge sharing and
discovery

The best configuration for Grundfos
depends on what business goals we
specifically decide to make our ‘must
win battles’. Assume that we want
to maximise our influence the ‘Voice
of Industry‘* when it comes to Water
Utility, it could then look like the
opposite page.
The strength of a well designed ecosystem, is that we can stay effective
even through periods of dramatic
change. And change is the only certain
characteristic of the business case:
•	
New entrants such as networks and
technologies will always emerge
– some times with the speed of
light – making other well known
platforms obsolete
•	
Experts and social empowered
employees will grow their networks
and digital literacy, and new influencers will emerge
•	
New partnerships will trigger new
collaboration and co-creation opportunities, in areas that today can
not be imagined
•	
And as Grundfos transforms into a
globally connected enterprise, new
business models, needs and processes will change the way information and knowledge flows, inside
the company, as well as outside

*	
Voice of Industry relates to how Grundfos can brand and position our self as a leading
influencer and market leader in a specific segment. The other two dimensions are:
Voice of Company and Voice of Customer.

23

THE GRUNDFOS OPPORTUNITY 
The Grundfos opportunity is that
our industry is still in the early (infant)
stages of what we can call ‘Social
Business Maturity’. We have a window
of opportunity to become first movers
in the pump industry. 
From a technology perspective, there
is no “one platform” that can manage
the full scope of the Ecosystem – not
today, and probably not tomorrow.
Connecting the right tools and
platforms must therefore be part of
the strategy. But it is a fine balance
since having to many connectors also
comes with challenges. To manage
this balance, all Grundfos functions
must work together in understanding
local and global business needs, and
what solutions that should be applied
to support these.
So, with the current speed of change
(global and local market needs, technology, human behavior, etc.) instead
of slowly building a strictly governed
and highly controlled management
system, our bet is on making small,
quick iterations. Only then will we
have a Grundfos Social Business Ecosystem that learns to co-evolve and
adopts by its own.
The Grundfos
Social Business Policy
RULES OF ENGAGEMENT

1. 	 now and act in accordance with the
K
Grundfos Values, Leadership Principles,
Corporate Policies and Code of Conduct .
2. 	 im to add value. Provide worthwhile
A
information and perspective. One of the
most important aspects of the Grundfos
brand is its people, and whatever you
publish will reflect on our brand.
3.	 ou must be conscious of the extent to
Y
which you write about Grundfos or on
behalf of Grundfos, and make it clear
if you are speaking for yourself or as a
representative of Grundfos. If you publish
content online that is relevant to
Grundfos but in your personal capacity,
then use a disclaimer, clarifying that it is
your own opinion or point of view.
4. 	 lways identify yourself by name and,
A
when relevant, role at Grundfos. You are
personally responsible and accountable
for the content you publish online. Be
mindful that what you publish will be
public for a long time.
5.	 espect copyright, fair use and financial
R
disclosure laws. Don’t publish or provide

GRUNDFOS Holding A/S
Poul Due Jensens Vej 7
DK-8850 Bjerringbro
Tel: +45 87 50 14 00
www.grundfos.com

confidential or any other proprietary
information belonging to Grundfos or
others such as partners or customers.
Don’t use Grundfos logos or trademarks
without approval.
6. 	 ever discuss business performance
N
or other sensitive matters concerning
Grundfos publicly, and don’t cite or
reference clients, partners or suppliers
without their approval. When you do
make a reference, link back to the source.
Don’t publish anything that might allow
inferences to be drawn that could
embarrass or damage a client.
7. 	 espect your audience. Don’t use ethnic
R
slurs, personal insults, obscenity, or
engage in any conduct that would not be
acceptable in the Grundfos workplace.
You should also show proper consideration for others’ privacy and for topics
that may be considered objectionable
or inflammatory—such as politics and
religion.
8. 	Be the first to correct your own mistakes,
and avoid emotional conflicts.

The name Grundfos, the Grundfos logo, and be think innovate are registered trademarks owned by Grundfos Holding A/S or Grundfos A/S, Denmark. All rights reserved worldwide.

Grundfos supports any employee who wishes to engage and contribute
responsibly in social networking, learning, advocating, or collaboration.
In order to do this, you should act in coherence with our Social Business Policy.

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Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide

  • 1. Social Business Cooking at Grundfos How to get a faster and higher return on our projects and collective know-how.
  • 2. LL S WI A N T O ND F N I F I C ! GRU SIG C ALE S VEST EN WE H A R S WH T E SU L R POTENTIAL COST SAVINGS OF $10 MIO. ANNUALLY FACTOR 2 INCREASE IN PRODUCTIVITY WHEN EXECUTING EVENTS AND PROJECTS SIGNIFICANTLY BETTER RETURN ON EXPERTISE AND COLLECTIVE KNOW-HOW FACTOR 2-3 INCREASE ON BUSINESS PROCESS QUALITY AND OUTPUT VALUE 2
  • 3. What is Global Working Culture and Social Business? Global Working Culture and Social Business are all about getting more out of the work we already do. It is about executing faster and better than we do today. It is about taking full advantage of our collective know-how. It is about engaging with the world around us to move ourselves and our business forward. Internal and external social business are two equally important ‘must-win’ battles for Grundfos. During 2013 we have identified some of the key recipes and ingredients of how a successful and highly effective ‘global working and social business culture’ in Grundfos could look like. We have not invented it. We have simply looked at what was already going on, added new technology or methods, and – in some cases – guidance, coaching and sparring. Y’ to arrive with their ‘digitally native’ habits, or should we launch more structured change and development programs across Grundfos? What do you think? We hope to inspire some action. Thank you to all the contributors, believers, and participants we have been lucky to work with so far. The success stories are all yours! Big questions we try to answer: • Where do we focus and how do we scale? Enjoy the read. • we ready to change? Can we Are change? Thomas Asger Hansen Head of Global Working Culture and Social Business • How much should we push top down? • Should we just wait for ‘Generation 3 Christian Carlsson Social Business Lead Consultant
  • 4. Can be scaled by designing a fully connected Grundfos according to the purpose and principles promoted in this whitepaper Will drive change and results! Can be scaled by applying recipes and skills described in this whitepaper. PURPOSE “To drive business growth, innovation, and strategy execution, by making it normal to engage openly in the globally connected Grundfos – internally and externally – with a sincere intent of leveraging opportunities and ideas, collaborating effectively, or reducing inefficiencies.” SERENDIPITOUS* PROGRAMMED RESULTS COST EFFICIENCY PRODUCTIVITY REVENUE COMMUNICATION COST RETURN ON EFFORT (ROE) HIGHER GLOBAL SALES EFFECTIVENESS FASTER PRODUCT DEVELOPMENT CYCLES BETTER CUSTOMER RETENSION SHORTER CUSTOMER SUPPORT CYCLES MEETING COST IMPROVED MARKETING EFFECTIVENESS TRAVELLING COST CONNECTIVENESS RETURN ON EXPERTISE (ROX) DECISION MAKING QUALITY ENGAGEMENT LEVEL BUSINESS PROCESS QUALITY ENGAGEMENT QUALITY Connectiveness is the foundational goal – it can be understood as a means and enabler for the three core goal categories. * efinition in the glossary on page 7. D 4
  • 5. Identifying sales opportunities Reducing non-productive meeting time by 10-20% BY APPLYING SOCIAL MEDIA AND FORUM ANALYSES 40% reduction of emails for collaboration and project development BY USING VIRTUAL SOCIAL COLLABORATION PLATFORMS Understanding market sentiments Better ‘Sales Intelligence Excellence’ than any of our competitors Global events with extraordinary results at 50% of planned costs Campaigns planned and launched better and more cost effective than ever before BY REVERSE MENTORING AND SOCIAL EMPOWERMENT Industry Thought Leaders* Better ‘Sales Intelligence Excellence’ than any of our competitors SAVINGS BY USING COMMUNITY MANAGEMENT VIRTUAL LEADERSHIP $15,000, $20,000, ... and more BY CONNECTING PEOPLE IN ONE SINGLE NETWORK 3 X SPEED Process Implementation Process Improvement Increase ‘Return-onExpertise’ by activating our collective know-how Better Product Development * efinition in the glossary on page 7. D 5
  • 6. Cases Recipes PAGE 8-15 Ingredients PAGE 16-23 6
  • 7. Glossary COOKING UP A COLLABORATIVE CULTURE To nurture a high-performing collaboration and social business culture, there are a few basic concept ingredients and definitions we all need to know and use on a daily basis; CONNECTIVENESS Connectiveness is a designed word. It means to embrace the best of connectivity and connectedness. The technical ingredient is one big network with rich profiles of all employees. The cultural ingredient is a high social business maturity. It means that people want to connect and share, know what to share or how to refer to the right person. CULTURE The collective set of artefacts, behaviours, values, and assumptions which define how things are done. EFFECTIVENESS The capability of producing a desired result: Realised Output / Target Output PRODUCTIVITY An economic measure of output per unit of input: Output / Input EFFICIENCY Performing or functioning in the best possible manner with the least waste of time and effort: Consumed Input / Target Input INDUSTRY THOUGHT LEADER Person who is recognised as an authority in a specialised field, and whose expertise is sought. SERENDIPITY Serendipity means a “fortuitous happenstance” or “pleasant surprise”. It was first coined by Horace Walpole in 1754. In a letter he wrote to a friend Walpole explained an unexpected discovery he had made by reference to a Persian fairy tale, “The Three Princes of Serendip”. The princes, he told his correspondent, were “always making discoveries, by accidents and sagacity, of things which they were not in quest of”. In its modern vernacular, serendipity is commonly associated with luck, neglecting the sagacity that infer some conditions more conducive to accidental discovery than othersl ONLINE COMMUNITY A number of connected people with a shared purpose or domain culture, who have a sense of community. SOCIAL BUSINESS DESIGN Strategic application of social computing and leadership to enterprise challenges. ONLINE NETWORK A number of people formally connected through a relationship or a belonging. WORKING OUT LOUD The concept of continuously narrating, and/or executing, work openly. FORMULA FOR CALCULATING THE POTENTIAL CORPORATE ANNUAL SAVING (Avg. Active Usebase) x (Avg. Skill Rate) x (Avg. Historic Annual Serendipitous Saving) 7
  • 8. Fast forward to resolution GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE INGREDIENTS Spend a few minutes to prepare your inquiry Ask a specific question - make it clear what challenge you are planning to solve and your timelines Post question in the Global Grundfos Community When people give their input ask follow up questions Follow up with your newly discovered experts Feedback how this helped you overcome your challenge COST EFFICIENCY PRODUCTIVITY AN EFFECTIVE ‘GLOBAL GRUNDFOS COMMUNITY’ ENABLES USE OF OUR COLLECTIVE EXPERTISE AND BUSINESS KNOWLEDGE. Understanding regulations is very important for the Grundfos business. It is important for RD, Supply Chain Management, Purchase, and Sales. But how do you gain insights in order to respond rapidly? The challenge becomes even more difficult when you are a new employee in Grundfos. Magdalena, Business Consultant and Global Graduate has just over 1 years of seniority in Grundfos. She was in need of input on export challenges around the world in anticipation of a meeting with the American-Danish Trade Council. She posted to Yammer to utilise the Global Community’s experience and quickly gathered examples and experts to strengthen her case. RESULTS Global reach of challenge and request after less than 5 minutes effort Input from multiple people with cross organisational expertise and job roles in less than 24 hours Total Problem Solving Time (TPST) estimated to 18 minutes Approval Engineer 2 minutes NORMAL Open, 1 thread, Searchable, TPST = 18 min Senior Project Manager 2 minutes NEW NORMAL Closed, Many emails, Unsearchable, TPST = ? REVENUE Manager 2+2 minutes Product Engineer 2 minutes Business Consultant 5+3 minutes 8
  • 9. Clear question asking for information on certain business practices to gather evidence Bring others into the conversation who you think can answer CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE Brings examples in from the organisation that are relevant and impactful The expert is pulled into the discussion One idea and contribution spurs other ideas and contributions 9
  • 10. Service Product Handbook S ONLY INTERNAL UionE- Feb. 2013 1. vers 10529_Service_Handbook.indd 1 03-02-2013 23:16:20 “Working with a tool like Yammer, made us able to avoid the normal ‘Stop-Go-Stop-Go’ workflow you often experience in Grundfos project work. Sometimes it seems like people think of physical meetings as a kind of mental stage-gates: We can’t work until we’ve had a meeting about this.” Kirsten Jakobsen, Rotation Employee, GMA, California 10
  • 11. Internal Launch of Service Product Catalogue GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE INGREDIENTS Be clear on the purpose and success criteria for your project Understand that you have to be effective together without meeting and travelling Make a private working group on Yammer (allowing asynchronous 24/7 working) Agree on wanting to succeed doing virtual team-work Teach each other how to ‘Work Out Loud’ Become ‘Digitally Literate’ Bring in the entire task and problem solving to the group – don’t do parts on email Use digital questionnaire and gamification to prime awareness and involvement Execute by combining local physical mini-events with digital support CHALLENGE: Plan and execute a proper launch event with a formal budget of 850 €. A team of 4 people located in different parts of Grundfos was given the task COST EFFICIENCY PRODUCTIVITY 1½ months before the target launch date. They managed with success because of their approach, their willingness to use new tools, and their trust in one another. Internal communication in large organisations can be a real challenge, since most employees feel the suffer from information over load. Therefore, it was decided to launch the information via a combination of a digital package and small local gatherings/events. THE GOAL: Awareness of Service Products Portfolio to be increased from 10% to at least 50% of target group. PROJECT/CAMPAIGN TEAM: Four people, part time, spread across three time zones. PURPOSE: To create awareness of the Service Products Portfolio. We want to spread the message that now we have and should use a uniform global service product portfolio linked to pump products and markets. Going forward 11 REVENUE this will give Grundfos value added towards our present future customers in Selling Service creating solutions/ consultancies. TARGET GROUP: Programme Product Managers, BD-project managers, RT people (DD), Segment people, Marketing Staff, PS and PDJA (for competence development within Selling Service Technical Competencies). RESULTS 400+ people (equivalent to 70%) of the primary target group were reached during the launch, and exposed to the content About 40% were engaged in a way that gave immediate feedback to the project team Project execution on time within budget
  • 12. Cost consolidation and saving GLOBAL COMMUNITY CASE CONNECTIVENESS RECIPE INGREDIENTS A question being asked in the All Company feed Recognising an opportunity in the open thread and reassigning it to the right group for further discussion Bringing in various different members to verify and arrive at a solution CHALLENGE: FINDING EFFICIENCIES IN HOW THE ORGANISATION BUYS LICENSES In a global organisation of 18,000+ employees it is often difficult to know and track definitively who is working on what. The outcomes are often This is a very nice example of a serendipitous event taking place! COST EFFICIENCY PRODUCTIVITY more than just lack of collaboration. Duplication of effort often results when similar threads of work that could be joined up are not. This is where one single enterprise network plays a leading role to success, as can be seen in this great example which all started with Johannes Dissing. Johannes, an NDI Project Manager, needed to find out if there was any training material for a software tool he was planning to use. In discovering a source for training material, we also discovered that the training material had been paid for individually rather than in a group license scheme. A solution was identified to see how many individual licenses had been purchased from an individual supplier and whether there was any way to consolidate them. There was an opportunity to consolidate all licenses into one group agreement on behalf of Grundfos. A saving of $20,000 was achieved. RESULTS $20,000 saved We define Serendipity as ‘pleasant surprise’. We can make the number of pleasant surprises grow proportionally with the number of people we connect and the skill with which we share. The most important ingredients for serendipity to happen is Working Out Loud and One Enterprise Social Network! Read more about the origin of Serendipity in ‘Ingredients and Glossary’ on page 33. 12 REVENUE
  • 13. Clear question asking for information on the use of a specific tool Clear answer with added information identifying opportunity CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE Decision to move conversation to a separate group to make exploration focused and targeted The Grundfos Crowdsourcing Group was established as a place where ideas of this kind could be nurtured Exploration in group to arrive at solution and cost saving 13
  • 14. THE VOICE OF OUR CUSTOMERS “Talk to the president of the company... or have the local TV station trouble shooter talk to them! I’m not thinking they’d (Grundfos) like their poor customer service broadcast all over the news.” “Not the cheapest of pumps, but certainly built to last.” CONNECTIVENESS COST EFFICIENCY PRODUCTIVITY REVENUE “I normally specify Grundfos because of fantastic after sales service.” “The combination has been more reliable than our Grundfos pump, which stops regularly with ants in the pressure switch.” “We have had good luck with the Grundfos SQFlex pumps (solar), if you size your pump and panels to your well they will do just as well as line power.” TOP 5 ENGLISH SPEAKING DISCUSSION FORUMS FOR GRUNDFOS PUMPS*. 251 ukplumbersforum.co.uk boards.ie forum.lowyat.net 105 59 diybanter.com 14 55 hearth.com * ased on Netbase search for B postings with “Grundfos” included one or several times, Sept—Nov 2013 52
  • 15. Social Listening (in external social media) SOCIAL BUSINESS INTELLIGENCE USE-CASE CONNECTIVENESS RECIPE INGREDIENTS Access to software capable of multi language listening to sources like: · Blogs · Social Networks · Discussion Forums · Microblogs · News · Reviews · Comments Language specific resources, with domain knowledge, who can manually go through, validate, and analyse posts Millions of publicly available posts, conversations, and mentions Every day and hour Grundfos is being mentioned online in various social media. It can be employees who are amplifying good brand messages (see Social Empowerment); or prospects researching and comparing us towards competitors; or even current customers who might be voicing either their pleasure with our products, or worse, they might have a problem. In all cases Grundfos must be actively listening so we can understand the dialogues, and act when necessary. Social Listening gives us the capability of listening to public conversations – either brand specific (like “Grundfos”) COST EFFICIENCY PRODUCTIVITY or topic specific (like “wastewater”). And by doing so, Grundfos can react on issues and problems, and proactively learn and gain insights. When it comes to qualitative, in-depth conversations about Grundfos or competitors’ products and solutions, then our listening activities clearly shows that these take place in various Discussion Forums.   Take UK for instance. One Discussion Forum alone – the UK Plumbers Forum – accounts for approx. 90% of all Grundfos Brand related discussions. Customers, Prospects, Installers, and Do-it-your-self (DIY) enthusiast are engaging in a constant flow of pump discussions. Many of which are Grundfos specific, but other competing brands are also included. Listening into these conversations, analysing them, drawing out findings provides valuable insights to Grundfos, but it can not be automated. Our experience shows that tools can help us locate the conversation, but deriving the insights must be done by a person with right skills and sufficient domain knowledge. Also forums typically not linked to Grundfos products or solutions can contain interesting and valuable 15 REVENUE conversations. One recent example (August 2013) shows how important it is that we (Grundfos) continually monitor our brand. A long term happy customer suddenly was faced with a malfunctioning product and felt he did not get the support he was entitled to. It came to a point where he turned to a forum he was much active in and a strong contributor with influence – Yesterdays Tractor Forum – and voiced his concern. Immediately his friends and followers joined the conversation, with various suggestions, with increasing criticism as a result. A long story made short: since Social Listening picked up the conversation, we got in touch with the customer, helped him find a solution, and at the end actually praised Grundfos for solving the problem. Grundfos are still in the early stages of capitalising on the Social Listening opportunity. Listening to Brand and Competitive conversations is a first step. Using Listening to understand new markets, trends, and perhaps identify new opportunities is the next step. But the real value lies within making the insights and intelligence available to the right Grundfos people, at the right time, in the right way – and then using the insights in planning, strategising, and development.
  • 16. One Grundfos Community One large Grundfos community will be a key driver to increase the business and sales return on the collective know-how and expertise of our entire organisation. The logic and factual substance to this claim can be explained by two important terms: Serendipity and Connectiveness. WE DEFINE SERENDIPITY* AS: A ‘happy coincidence’. It is the accidental chance that someone you never thought could help suddenly turns up – and is able to help you. Or perhaps, a solution someone already developed and made available coincidentally passes your way, when you need it – and sometimes even before you recognised the need for that particular solution. WE DEFINE CONNECTIVENESS* AS: 1. he ability to connect across T barriers in time, space, or form 2. The extent to which it happens 3. The purpose and quality of the interaction Serendipity is directly proportional to the number of people who connect. That’s why we need as many people as possible on one shared network. Then we can develop our organisation, our community structures, and our working culture to generate maximum serendipity. * Definition in the glossary on page 7. Community Literacy Community literacy will be a mandatory leadership competence in Grundfos, and simply put, the definition is: The art of deliberately using communities and applying community management to develop our business and organisation. In practice it is about being able to design and drive a community according to a prioritised purpose or business goal. – Member recruitment – Moderation 1. Community strategy and planning 2. Community management 16 – Relationship development ESSENTIAL COMMUNITY LITERACY SKILLS ARE: – Content curation 3. Digital literacy / Tools
  • 17. THE ORGANISATIONAL GOAL FROM A DESIGN PERSPECTIVE NORMAL KNOWN BY SELF KNOWN BY OTHERS UNKNOWN BY OTHERS UNKNOWN BY SELF ARENA BLIND SPOT FACADE UNKNOWN SERENDIPITOUS DESIGN CONNECTIVENESS KNOWN BY SELF UNKNOWN BY SELF COMMUNITY LITERACY KNOWN BY OTHERS ARENA BLIND SPOT UNKNOWN BY OTHERS FACADE UNKNOWN NEW NORMAL 17
  • 18. NORMAL NEW NORMAL ASSUMPTION REALITY I already know who can help me – or my manager does! Maybe, but you don’t know what you don’t know. And you don’t know all the people who could potentially help you to find the best solution. Too many people will get involved. It will slow me and the project down! Only if you do not communicate your expectations to scope, timing, etc. clearly. Depending on the input you may have to change decisions already made. But that would not be slowing down – that would be improving the project. My work isn’t relevant to others! How do you know? If you share it, somebody else might find it useful – but only if they can find it. How many times do you think we reinvent the wheel at Grundfos? I don’t want to disturb a lot of people; we have enough information overload as it is! That is the smart thing about online collaboration – you can decide what information you want. You just need to learn how to manage your settings. I’ve been hired to do this job. Other people should do their own job! Nobody will take your job. But we will all have a chance to do our job as good as we can. Did you know that most of the successful projects or patents at Grundfos are the result of collaboration? Our known and affective communication channels will break down! I will be lost ... We will still have corporate information channels, where you can keep being informed. And soon you will also get used to being part of the communities – like a butterfly flying from one flower to the next to collect what it needs. 18
  • 19. Working Out Loud Until now we have been used to solving our tasks more or less on our own or by involving colleagues close by. Increasingly, with the globalisation of Grundfos, we are getting used to collaborating online and across borders. But we have to be much better at this and that is why we have to change the way we work. We have to learn to Work Out Loud! What does it mean to Work Out Loud? Maybe you have to share your draft before it is quite finished to get feedback. Maybe you have to The culture of Working Out Loud gives you new opportunities to strengthen your leadership: • more present – and even save Be time – by redirecting a little energy from mail to the community! • Easily give feedback as a natural part of the ongoing conversation • Empower people by asking involving questions • Signal value based leadership via have the courage to ask a seemingly stupid question. Maybe you have to involve colleagues much earlier in the planning phase of your project. This is what Working Out Loud is all about - to have the courage to tell people about and execute your work out in the open. GRUNDFOS VALUES Open and Trustworthy Focused on people Partnership Relentlessly ambitious Sustainability Independent micro-posts in the community • Ensure high performance by keeping everybody in the loop • Know what’s cooking because everyone joins the conversation – and welcome the challenging questions since they create progress • Increase innovation by tapping into the collective intelligence of your community – not just your own team! 19 Working Out Loud is a generous way of working and it is the future way of working – just ask the new generations. Working Out Loud is a major cultural shift, and there are a lot of barriers that we need to overcome together. LEADERSHIP PRINCIPLES You are present You inspire passion, curiosity and joy You empower people You build high-performing teams You invent tomorrow The easiest way to transform our values and leadership principles from nice words to real action is to WORK OUT LOUD!
  • 20. Digital Literacy The high performing leader of global teams wants to keep the conversation going 24/7. It’s important to enforce trust, openness and sharing. Digital literacy is a pre-requisite to become successful. Digital literacy can simply be defined as the ability to use both synchronous and asynchronous tools effectively, i.e. comfortably using the right tool for the right purpose Synchronous work happens when everyone engages together at the same time (online or face-to-face). Web-conferencing or telephone conversations are examples of synchronous activities. The future standard tools for synchronous collaboration in Grundfos are found in Microsoft Lync. Asynchronous work happens when meaningful collaboration or work can happen even if you are ‘alone’ with the tool or on the platform. The traditional form of asynchronous collaboration is email. The future standard will be Microsoft Outlook for mail, Yammer for team communication and Microsoft Sharepoint for file sharing. EXAMPLE 1: LEADING PEOPLE AT A DISTANCE You want to be present and keep people informed. You want to keep the work and conversation going – also when you are not awake . You want to involve and you want to create trust. How do you do that? • official meetings and formal/ For informal 1:1 dialogue use Adobe Connect or Scopia (Lync in the future) • on-going, informal, real-time For dialogue, use Lync (signaling presence and availability) • on-going discussions, coFor creation, informal chat, knowledge sharing, etc. use Yammer (many leaders have replaced meetings by discussions already!) FORMAL EXAMPLE 2: VIRTUAL PROJECT TEAM COLLABORATION You want to create trust among the team members. You want to keep the ball rolling with focus on delivery and progress. How do you do that in a virtual environment? • kick-off the project and make To sure that all team members get off to a good start use Adobe Connect. Record the session so that it is available to people not present in the kick-off (Lync is also an option) • sharing and editing of files/ For content use CenterStage or Wiki (Sharepoint in the future) • project discussions, knowledge For sharing and updates, use Yammer • milestone meetings online, and For other meetings, use Adobe Connect or Scopia (Lync in the future) • on-going, informal, real-time For dialogue use Lync (chat, presence indicator, etc) INFORMAL Scopia SYNCHRONOUS Adobe Connect Lync Sharepoint Jira ASYNCHRONOUS Adobe Presenter Outlook email Yammer Confluence WIKI CenterStage 20 The model provides an overview of the most used global communication collaboration tools in Grundfos 2013. The corporate standard tools for the future are listed with blue.
  • 21. Organisational Maturity Assessment HIERARCHY EMERGENT COMMUNITY COMMUNITY NETWORK STRATEGY Familiarise Listen Participate Build Integrated LEADERSHIP Command Control Consensus Collaborative Distributed Reactive Contributive Emergent Activist COMMUNITY MANAGEMENT None Informal Defined roles processes Integrated roles processes CONTENT PROGRAMMING Formal Structured Some user generated content Community created content Integrated formal user generated No Guidelines Restrictive Flexible Inclusive Consumer tools used by individuals Consumer self-service tools Mix of consumer enterprise tools “Social“ functionality integrated entirely Anecdotal Activity Tracking Activities Content Behaviors Outcomes CULTURE POLICIES GOVERNANCE TOOLS METRICS MEASUREMENT Original source: Community Roundtable We want to get better and better to work and collaborate ‘as if we were sitting under one roof’ despite our global nature, large number of employees, and rather complex product programme and organisational structures. BUT HOW DO WE KNOW HOW GOOD WE ARE? One of the ways we can estimate how skilled we have become, and how good we are at doing truly ‘social business’, is to assess our practices and habits with respect to a number of identifyable ‘organisational competences’! One way of understanding the task is to go through the illustration above. 21 On the ‘X-axis’ the 4 major skill levels are mapped. On the ‘Y-axis’, the organisational skills – some call them competencies – are mapped. The red dots indicate where Grundfos (as one big average) can be thought to be. The green dots indicate where we want to be in 2016. The reason we want to increase our skill level is that we believe that an organisation with this skill level is a more effective global organisation that the ones with lower skill levels.
  • 22. EXAMPLE OF AN ECOSYSTEM INTERACTION By listening to customers in public forums and groups, insights about needs and wants are derived and channeled to the right internal community or function. Based on this, interesting content is co-created by Experts and Thought Leaders in the form of a blogs or videos. Marketing maximises the effect of the content, aligns with current activities, and distributes it the right global and local channels. In addition it is amplified by our own employees in to their own networks. As customers and prospects interact with the content, or in dialogue with a Grundfos employee, patterns about what they are interested in is collected and distributed to sales for action. Market influencers are identified and coupled with Grundfos experts – not only to manage them, but also to listen to them, learn, and understand market changes. A CONNECTED GRUNDFOS SOCIAL BUSINESS ECOSYSTEM Employees Experts Thought Leaders Partners Customers Prospects Influencers Competitors PEOPLE PROCESSES TECHNOLOGY Global Enterprise Social Network Social Listening Social CMS Amplification Influencer Management 22 Planning Strategising Lead Node Network Social Empowerment Content Marketing Social Selling Services Support Measure Adjust
  • 23. Social Business Ecosystem A Social Business Ecosystem is a connected set of interacting organisational capabilities, triggers, and events – internal as well as external. Its how people, information, processes and platforms connect in such ways that it creates value both for the organisation and individuals.  The concept ingredients are typically: • ocial Listening and Digital IntelS ligence for brand watch, keyword research, and opportunity discovery • ocial CMS for Content Marketing, S Global and Local distribution and channel management, and Analytics • ME and Thought Leader FrameS work for market reach and creating a Voice of Industry • mployee Amplification for creE ating and measuring the effect of Social Empowerment • Social CRM for Lead Management • Influencer Management for managing key market influencers • Global Enterprise Social Network for internal knowledge sharing and discovery The best configuration for Grundfos depends on what business goals we specifically decide to make our ‘must win battles’. Assume that we want to maximise our influence the ‘Voice of Industry‘* when it comes to Water Utility, it could then look like the opposite page. The strength of a well designed ecosystem, is that we can stay effective even through periods of dramatic change. And change is the only certain characteristic of the business case: • New entrants such as networks and technologies will always emerge – some times with the speed of light – making other well known platforms obsolete • Experts and social empowered employees will grow their networks and digital literacy, and new influencers will emerge • New partnerships will trigger new collaboration and co-creation opportunities, in areas that today can not be imagined • And as Grundfos transforms into a globally connected enterprise, new business models, needs and processes will change the way information and knowledge flows, inside the company, as well as outside * Voice of Industry relates to how Grundfos can brand and position our self as a leading influencer and market leader in a specific segment. The other two dimensions are: Voice of Company and Voice of Customer. 23 THE GRUNDFOS OPPORTUNITY  The Grundfos opportunity is that our industry is still in the early (infant) stages of what we can call ‘Social Business Maturity’. We have a window of opportunity to become first movers in the pump industry.  From a technology perspective, there is no “one platform” that can manage the full scope of the Ecosystem – not today, and probably not tomorrow. Connecting the right tools and platforms must therefore be part of the strategy. But it is a fine balance since having to many connectors also comes with challenges. To manage this balance, all Grundfos functions must work together in understanding local and global business needs, and what solutions that should be applied to support these. So, with the current speed of change (global and local market needs, technology, human behavior, etc.) instead of slowly building a strictly governed and highly controlled management system, our bet is on making small, quick iterations. Only then will we have a Grundfos Social Business Ecosystem that learns to co-evolve and adopts by its own.
  • 24. The Grundfos Social Business Policy RULES OF ENGAGEMENT 1. now and act in accordance with the K Grundfos Values, Leadership Principles, Corporate Policies and Code of Conduct . 2. im to add value. Provide worthwhile A information and perspective. One of the most important aspects of the Grundfos brand is its people, and whatever you publish will reflect on our brand. 3. ou must be conscious of the extent to Y which you write about Grundfos or on behalf of Grundfos, and make it clear if you are speaking for yourself or as a representative of Grundfos. If you publish content online that is relevant to Grundfos but in your personal capacity, then use a disclaimer, clarifying that it is your own opinion or point of view. 4. lways identify yourself by name and, A when relevant, role at Grundfos. You are personally responsible and accountable for the content you publish online. Be mindful that what you publish will be public for a long time. 5. espect copyright, fair use and financial R disclosure laws. Don’t publish or provide GRUNDFOS Holding A/S Poul Due Jensens Vej 7 DK-8850 Bjerringbro Tel: +45 87 50 14 00 www.grundfos.com confidential or any other proprietary information belonging to Grundfos or others such as partners or customers. Don’t use Grundfos logos or trademarks without approval. 6. ever discuss business performance N or other sensitive matters concerning Grundfos publicly, and don’t cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Don’t publish anything that might allow inferences to be drawn that could embarrass or damage a client. 7. espect your audience. Don’t use ethnic R slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in the Grundfos workplace. You should also show proper consideration for others’ privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion. 8. Be the first to correct your own mistakes, and avoid emotional conflicts. The name Grundfos, the Grundfos logo, and be think innovate are registered trademarks owned by Grundfos Holding A/S or Grundfos A/S, Denmark. All rights reserved worldwide. Grundfos supports any employee who wishes to engage and contribute responsibly in social networking, learning, advocating, or collaboration. In order to do this, you should act in coherence with our Social Business Policy.