Guerilla Collaboration in Grundfos

Thomas Asger Hansen (@thomasasger) and Christian Carlsson (@chris_carlsson)Global Working Culture & Social Business

“I think I heard it at J.boye in Aarhus, November 7th 2013”

“When did you hear this?”

Missing packages

Guerilla Collaboration

Collaboration in and around a Grundfos employee

InSite

Socially Empowered Organization

Source: pyramid adopted from the “IBM Select” model

18.000 x Opportunity

Governance: Lead Node Network, Policy and Guidelines

The 10’s

The 100’s

The 1000’s

SelectedThought

Leaders and(some) ExecutivesSME’s, campaign

resources, support people

Socially Empowered Employees

Social Business Manager

Community Manager

The Organization in the Organization

Public

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’.

Purpose and High-level Goals

ROX (Expertise)

ROT (Time to problem resolution)

Decision Making Quality

Communication costs

Meeting cost

Travelling cost

ROE (Effort)

Faster product development cycles

Shorter customer support cycles

Improved global sales effectiveness

Improved customer retention

Improved marketing effectiveness

Cost efficiency Productivity RevenueConnectivity €

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.

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.

Ideation and brainstorming in global teams will be produce better results without flying people together.

Internal Events can be implemented at 50 % cost or less.

The Output Value of Internal Events can be Improved by 50 – 200 %.

Exam

ple

s

“The Ambition Chicken “

Networked Organization Maturity Assessment

Source: Community Roundtable

How to Cook a Global Talent Event

Recipe1. 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

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

How to Cook a Global Talent Event

2 iterations48 hours

= speed x3

IntranetCollaboration Platform:

‘V-drive’

How to Cook a Global Talent Event - Outcome

Low HighNormal ( ) and New Normal ( )Connectivity

Cost reductionProductivityRevenue

44%

44%

12%Strongly Agree AgreeAgree somewhat Disagree

somewhatDisagree Strongly

Disagree

“In my team we learned new ways of global collaboration.” '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’.

'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’.

Key things to take away from this

Be ‘first’ on identifying what business needs.

Promote one core set of tools and use-cases for global collaboration – insist on critical mass.

Communicate what ‘white market’ collaboration is

- provide easy access to a single point of departure.

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 ‘black market’ as useful identifiers.

Accept that ‘black market’ collaboration can come in handy – be curious as to the ‘Why’!

Communicate why specific ‘black market’ tools are black – the argument must hold!

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’!

www.socialbusinessjourney.com

…blogs about Grundfos’ Social Journey

Read more on…

Christian Martin Thomas