From 0 to 1500 users in 3 weeks

Martin @Risgaard Rasmussen Intrateam Event, Stockholm, 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 - The world’s largest manufacturer of pumps…

Grundfos Facts & Figures

Founded in 1945 by Poul Due Jensen

Main shareholder is the Poul Due Jensen foundation (87.6%)

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

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 Revenue Connectivity €

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 %.

Ex

am

ple

s

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

Selected Thought

Leaders and (some) Executives

SME’s, campaign resources, support people

Socially Empowered Employees

Social Business Manager

Community Manager

The Organization in the Organization

Public

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?” The Approach • 2 ”IT guys” called in to help… • 4 Community managers appointed • 40 Invitations sent out two weeks before the

event. • Hosts posted new content regularly to

encourage feedback • Secondary purpose: Yammer would allow users

to involve ”people at home” in the workshop.

3 Success Stories

Global Talent Event 2013

The Challenge 48-hour strategic assignment to be solved by 4 global teams –

no travelling allowed.

The Approach 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

The Result 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

The Challenge Create an efficient, open and honest communications channel

to reduce reliance of email and show new ways of working.

The Approach 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.

The Result 360 participants, 170 conversations, 429 replies in 3 months.

Less than 10 emails from change agents to change management team

Group has today developed into a peer-to-peer Q&A channel

MHD Community – distance leadership

The Challenge Creating a sense of belonging in a department of ~80 people all

over the world.

The Approach 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.

The Result • 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

Working Social or Surfing Social?

Meet Simon and the YamBites

5 Lessons learned in the first 1½ year

It’s not about devices… But…

Source: McKinsey - Organizing for change through social technologies, November 2013

It’s not about features… but…

Communicate, Communicate…

Early

Adopters

Early

Majority CHASM

First Wave Second Wave

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!

Clear purpose =

Positive reinforcement

Positive reinforcement =

Big results!

So what’s next for Grundfos?

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 for social

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 purpose

Comments? Questions?

Martin Risgaard Rasmussen

@Risgaard

http://connaxions.wordpress.com

Thank you!

Read more about Grundfos’ social journey on…

www.socialbusinessjourney.com

Christian Martin Thomas

CHANGEAGENTSWORLDWIDE.COM