Social Business at Grundfos

Christian Carlsson (@chris_carlsson)Global Working Culture & Social Business

Presented at SAP in CPH, Oct. 1st 2013

http://socialbusinessjourney.com/

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Global Working Culture

The Global Working Cultures goal is for Social Business strategies and

methods to drive growth and innovation for Grundfos, and speed up

strategy execution capabilities.

And we do this by making it normal to engage actively and openly in a

globally connected Grundfos – internally as well as externally – with the

purpose of leveraging opportunities and ideas, collaborate effectively,

and/or reduce inefficiencies.

The purpose of Global Working Culture is born out of Carstens Bjergs 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’.

Grundfos

Suppliers & Partners

Customers & Market

The roof is expanding…..

How we work

CULTURE CHANGE

PILOT PROJECTS & ITERATIONS

RESULTS

Global Working Culture & Social BusinessCONNECTIVITY• Improved cross company

collaboration• Increased speed to expertise

COST REDUCTION• Lower communication costs• Reduced operational costs• Reduced travel and meeting cost

PRODUCTIVITY• Faster product development cycles• Shorter customer support cycles• Better decision making

REVENUE• Improved global sales and marketing

effectiveness• Customer satisfaction and retention

Digital Literacy• Tool training• Collaboration Guide• Swartworker

Social Business Proficiency Communication & Change Mngt.• Communication Plan• SocBiz & Community Maturity Assessment• Social Empowerment Programme• Lead Node Networks

• 6 Social Media Skills for Leaders• Branded Online Communities

• Virtual Leadership• Virtual Teams & Collaboration• Community Management• Global Virtual Events

• Global Account Management and Social CRM Internal / External Lead

• Social Business Intelligence Internal / External Lead

• Intentional Social Empowerment Internal / External Lead

• Social Media Marketing and Global Strategy Internal / External Support

• Customer Service Communities Internal / External Monitor

Networked Organization Maturity Assessment

Source: Community Roundtable

Case Q’s

As an archetype, is the case INTERNAL or EXTERNAL

Which results are we trying to drive?

What change and internalization could we hope for?

What could be some of the ‘PURPOSE’ key-words?

How can all of Grundfos learn the best of these practices?

Local subsidiaries

Global Account Management (SAP Jam)

Objective• Better global account management• Improved global pre-sales collaboration • Easy and rich CRM integration

Mother compan

y

45 account

s

30 – 130

subsidiaries / account

1000+ sellers around

the world

Social CRM 1/2

Challenge: a seller might have good connections to the parent company, but lacks insight and connection to

subsidiaries

Social CRM 1/2

Case: using our internal network better might reveal connections

that we didn’t know before

Social CRM 2/2

Challenge: one global customer is very silo based between it major regions around the world.

Social CRM 2/2

Case: Can a better connected and collaborative sales force make these silos more transparent? And can

this result in better or new business opportunities for Grundfos?

Social Business Intelligence (Netbase)

Reporting• Country, Bus. Unit• Theme/campaign

Analysis• Findings• Influencers• Sentiment

Processing• Adjusting• Cleaning

Collection• Keywords,

themes, campaigns

• Listening

Growing Social Business Intelligence

Capability:

• Identify the best Grundfos use cases

• Generate insights that may create immediate

value

• Activate insights and enable organization

• Integrate into Grundfos Social Business

Strategy

Pilot areas:

• Brand monitoring

• Topic research (e.g. Sustainability or Waste

water)

• Competitive Intelligence

• Sales, Service, and Support

Social Business Intelligence (Netbase)

Case: Customer ComplaintI broke the promise to myself that I would not give any more time to a Grundfos employee who was not authorized to approve a pump swap. Nice guy, but another 25 minutes of my life is gone, due to a sometimes heated discussion.

He eventually said he would leave it up to the woman in charge of customer service, who is his supervisor. She has nothing better to do than deal with a pump mis-shipment? I still have heard from nobody in customer service, only the supervisor of technicians. Another week goes by...

He once again tried to slide by me the possibility that UPS switched the pumps when they had a spill. Uh huh, UPS opened an undamaged box and removed the pump in it, replacing it with another one and then had the exact same tape as Grundfos to reseal the box?

Talk to the president of the company...or have the local TV station trouble shooter talk to them! I'm not thinking they'd like their poor customer service broadcast all over the news.

I feel your pain. There's little as frustrating as someone telling you that they 'want to help' in one breath and that 'there is nothing they can do' in the next. Not to mention the whole 'what you had that has worked for 25 years isn't what you need because we sent you the wrong thing...and it ought to work just as good....'

That being said, I don't know how much you've looked into Grundfos Corp, but below is a link to the history and structure of the company (the second link) and another to their corporate web contact page. If I was in your shoes I'd be sending a message to every one of the contacts listed, regardless of wether they actually have anything to do with your problem or not. The way I have always looked at things the more people, and the more departments that know about a problem, the more likely someone in a position to really do anything will hear about it.

Hello, I'm a Grundfos employee at the corporate headquarters in Denmark. Sorry to hear about the challenge you are having, I would like to help.

Please send me your contact details to ccarlsson@grundfos.com. Alternatively you are also welcome to contact me either by phone +45-21541771 or twitter.com/chris_carlsson. Look forward hearing from you.

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Social Business cyclePurpose

Plan and organize

Publish

Listening

Engagement

Amplification

Sales / CRM

Support / Service

Measurement

Network overview

Lead Node Network

for Governance and Excellence

Learn, adjust, iterate!

External agencies

Internal

Help!

www.socialbusinessjourney.com

…blogs about Grundfos’ Social Journey

Read more on…

Christian Martin Thomas

BACK-UP

Individuals drive trust and credibility

Every Grundfos employee can be an expert at something

Factory worker Engineer Manager HR Executive

Distributing or

publishing

content on social

channels

Leading expert

communities

Connecting

experts and

building

relationships

Recruiting,

guiding and

mentoring new

employees

Providing thought

leadership on

particular topics

”Leading expert communities”

Manager

As I do this…

• I act as a community manager, creating valuable

dialogues and conversations with clients and

prospects

• I share mine and other Grundfos employees

expertise with clients and prospects

• I brand my self as a thought leader in my field of

expertise, and actively grow my own career

• I learn about challenges and barriers and make sure

it receives the right attention

• I channel new knowledge and insights back in to

Grundfos

• … and so much more!

Engineer

Social Empowerment: Intentional network based employee enablement

Governance: Policy and Guidelines

The 10’s

The 100’s

The 1000’s

iSOLUTIONS campaign, community managers, India “A drop of water”, Social Engagers connected to Social Listening, WU-blog, etc.

SelectedThought

Leaders and Executives

SME’s, campaignresources, support

people

Socially Empowered Employees

ExamplesThe numbers

“Grundfos Select”, 1-to-1 coaching by assigned Social Business Manager

Amplification (GaggleAMP), online training, “Brown-bag-lunches”

Source: adopted from the “IBM Select” model

Social Business Guidelines, Lead Node Networks, Grundfos SocBiz Council

Social Business Manager

No ghost-writing allowed

Community Manager

Selection

Self

help

tra

inin

g

1-to

1 co

ach

ing

and

su

pp

ort

Self

nom

inati

on

Stra

teg

ic sele

ction

Enablement

Value