The document outlines Grundfos's initiative to enhance global collaboration and innovation through a socially empowered organizational culture that connects employees effectively, both internally and externally. It emphasizes high-level goals such as business growth, improved productivity, and reduced costs associated with traditional communication methods. Strategies for achieving these objectives include utilizing specific collaboration tools, promoting effective practices for international teamwork, and assessing organizational collaboration maturity.

1. “When did you
hear this?”
“I think I
heard it at
J.boye in
Aarhus,
November 7th
2013”
Guerilla Collaboration in Grundfos
Thomas Asger Hansen (@thomasasger) and Christian Carlsson (@chris_carlsson)
Global Working Culture & Social Business

2. Missing packages

3. Guerilla Collaboration

4. Collaboration in and around a Grundfos employee
InSite

5. Socially Empowered Organization
18.000 x Opportunity
The Organization in the Organization
Public
Community
Manager
Selected
The 10‟s
Thought
Leaders and
(some) Executives
Social
Business
Manager
SME‟s, campaign
resources, support people
The 100‟s
Socially Empowered Employees
The 1000‟s
Governance: Lead Node Network, Policy and Guidelines
Source: pyramid adopted from the “IBM Select” model

6. The purpose of
Global Working Culture is born
out of Carstens Bjergs (CEO) innovation intent:
Grundfos needs to become a global organization
where everyone works, collaborates, and innovates as
effectively as if we were all ‘sitting under the same roof’.

7. 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
inefficiencies.
Connectivity
Cost efficiency
ROX (Expertise)
Communication costs
ROE (Effort)
ROT (Time to problem
resolution)
Meeting cost
Faster product
development cycles
Travelling cost
Examples
Decision Making Quality
E-mail use for
problem solving
can be reduced by
90 %. Increase in
knowledge
searchability and
solution speed.
The „Value Time‟
can be increased
by 50 – 200 % for
many business
critical job roles.
€
Productivity
Shorter customer
support cycles
Ideation and
brainstorming in
global teams will be
produce better
results without
flying people
together.
Revenue
Improved global sales
effectiveness
Improved customer
retention
Improved marketing
effectiveness
Internal Events can
be implemented at
50 % cost or less.
The Output Value
of Internal Events
can be Improved by
50 – 200 %.
“The Ambition Chicken “

8. Networked Organization Maturity Assessment
Source: Community Roundtable

9. How to Cook a Global Talent Event
Ingredients



One travel curfew
One (pretty sharp) Talent Manager
40 somewhat disappointed global talents

One demanding but supportive CEO
A handful of skeptic EVP‟s


4 autonomous teams



Trust
Timezone-surfing
A kitchen with synchronous + asynchronous
tools (collaboration platform)


WOL (working out loud)
A few collaboration experts
Recipe
1. Start planning as late as possible, e.g. 3 weeks
before showdown
2. Make sure the CEO will be there to experience the
event with his own eyes – success or failure
3. Define a strategic challenge which only 1/5 of the
talents have a professional relationship with
4. Impose a seemingly unrealistic amount of time to
solve the challenge
5. Make sure that you involve as many time-zones as
possible
6. Make sure that at least half of the people don‟t know
how to collaborate effectively with asynchronous
tools
7. Provide a good looking stage-gate model: It is proof
that in case of failure, the participants are to blame

10. How to Cook a Global Talent Event
2 iterations
48 hours
= speed x3
Collaboration Platform:
Intranet
„V-drive‟

11. How to Cook a Global Talent Event - Outcome
Normal (
) and New Normal (
Low
)
High
Connectivity
Cost reduction
Productivity
Revenue
“In my team we learned new ways of global
collaboration.”
Strongly Agree
12%
Agree
44%
44%
'Especially getting input from global stakeholders came
out very efficient in this way of working. In 24 hours you
could verify your global impact of your thesis‟.
Agree somewhat
Disagree
somewhat
Disagree
'A dedicated 48 hour effort cannot be scaled to daily
work. The time window of collaboration is much smaller.
The methods however should be scaled‟.

12. Key things to take away from this
Be „first‟ on identifying what business needs.
Embrace „black market‟ as useful identifiers.
Promote one core set of tools and use-cases for global collaboration –
insist on critical mass.
Accept that „black market‟ collaboration can come in handy – be curious
as to the „Why‟!
Communicate what „white market‟ collaboration is
- provide easy access to a single point of departure.
Communicate why specific „black market‟ tools are black – the argument
must hold!
Communicate your (social) collaboration roadmap.
No poor performing tool has ever prevented good collaboration – only
lack of intent or skill has!
Assess your #collab and #socbiz maturity.
Embrace the fact that consumerization is always one step ahead of the
enterprise.
Embrace that only #culture can save you!
Start with „Lead Node Networks‟!

13. Read more on…
www.socialbusinessjourney.com
Christian
Martin
Thomas
…blogs about Grundfos‟ Social Journey