Digital Change and Leadership in Grundfos

A day in the life of a digital Grundfos leader

Thomas Asger Hansen, Head of Global Working Culture & Social Business, Grundfos A/S

Has worked with collaboration in project and business development for the last 10 years; Grundfos Bang & Olufsen TDC Bestseller

I studied in

Chapel Hill, NC

Bordeaux, FAalborg, DK

I work for Grundfos

Information Service

&Human Resource

I live in

Viborg,Denmark

I talk about

#socbiz#digitalworkplace

#collaboration#orgculture

#change

On the web

socialbusinessjourney.com

@thomasasger

I really dig

Outdoor stuff

Sauternes

MEET ERIKA (our persona)

core objective in life is to be successful in her job

hobbies are duathlon and architecture

works with building services

Erika has her own strategy for use of social and digital media

in short, her vision is to use digital and social tech in a way that

optimizes her face2face time in every possible way

she has taken herself time to become digitally literate with a specific

range of tools, and she has also taken the time to adopt much of the

mindset needed for her to be able to practice and apply her skills in her

current job and private life.

Erika Hofmann, 38, Sales Engineerwith Grundfos for the last 6½ years.

Type 1 is the colleague, who is great at contributing in a

project or team setting, despite challenges imposed by

conditions such as diversity in terms of nationality and

culture, or geographical distance between members,

time zones, etc.

Type 2 is the colleague, who is great at contributing to

the success of many different teams or people by

connecting the right people or projects and asking the

right questions across organizational boundaries. This

person uses not only their own network, but is also able

to activate the networks’ network, thereby accelerating

the ‘accidental’ coordination between initiatives

and projects.

Erika is a productive digital employee – and a ‘green dot’

On her job, Erika aims to perform on personal productivity as well as collaborative productivity!

Erikas’ collaborative productivity skills are excellent. She masters both Type 1 and Type 2 collaboration.

ONE DAY IN LIFE

Online inspiration offlineAnother part of Erika's

morning ritual is to jog 5 k. and to get inspired at the

same time.

A digital finger on the pulseSince it's Monday, Erika does

her Monday team #wol.

Relationship discovery and buildingHer first activity of the day is to go to a

morning seminar on green domestic building trends in the public sector.

Enterprise Collaboration NetworkDriving back from the meeting, she collects her thoughts and decides to make 2 posts on the Grundfos ECN.

Co-creationWhen hitting the office, she is 7 minutes late, and immediately jumps into a solutions meeting

with the technical team.

Proactive SerendipityThen it's time for her mandatory proactive serendipity session

(Grundfos has decided to deploy a standard of ½

hour weekly).

What's trendingAfter having finished her

proactive serendipity session, she gets inspired

to check Delve to see what her 'hot' network

contacts are actually working on.

Strategy JamThe day at the office is coming to an end, and her last commitment is to participate in the all company YamJam on 'How to fund the

future of the company'.

Ahh, that's such a great song...On her way home, Erika just want to relax, and she cranks up the stereo - no need for

directions or virtual assistants!

Company News on the GoShe has 15 minutes left before

reaching the office, so she decides to listen to the

Intranet news of the day.

Sharing She shares a post from

The GPC Customer Community into the VoC community and

@mentions the CEO

Personal and Professional NetworksPart of Erika's morning ritual is to check

her personal mail accounts and Instagram. And then LinkedIn.

ONLINEOFFLINE

Analog vs. DigitalErika's alarm clock wakes her

up at Up at 6 am. It's Monday morning.

The Grundfos Social Business Ecosystem Entry

She quickly agrees with him that he should get 2 specific product leaflets of particular

interest.

Who knows who - CRMAlso, Erika connects with him on LinkedIn, and is

automatically informed that 2 other sales staff from

Grundfos knows this person and is working on a contract

with that company.

Analog vs. Digital

Personal and Professional Networks

PERSONALNETWORKS

PROFESSIONALNETWORKS

Share to Speech

EXAMPLE – MONDAY MORNING WOL (WORKING OUT LOUD) A non-negotiable standard – this IS how we roll!

Common “tagsonomi”

The first one starts, everyone else

follows.

Short description of key deliverable,

tasks, or focus areas of the week

“Ping in” others to the update, even if not part of the core

team

Add work-in-progress

Ask clarification

questions, or add

perspectives

Lead App – one entry into the Grundfos Social Business Ecosystem

EXAMPLE – CO-CREATION

EXAMPLE – DELVE

EXAMPLE – LISTENING

EXAMPLE – VOICE OF THE CUSTOMER + MADS BLOG

2020 Strategy Yamjam: Must-Win-Battle 1 & 5

2 iterations48 hours

= speed x3

HOW1. Announcement of session2. Primer-questions posted by VP’s3. Network engagement4. VP’s committed to answer – open and speedy5. Thank you + Closure moderation

Support: YES team & Reverse Mentoring

WHY• Complement leadership cascading• Improve local understanding and cross-company

collaboration on our 2020 Strategy• Boost continuous strategy dialogues• Show role model behaviour

Personal and Professional NetworksPart of Erika's morning ritual is to check

her personal mail accounts and Instagram. And then LinkedIn.

ONLINEOFFLINE

Analog vs. DigitalErika's alarm clock wakes her

up at Up at 6 am. It's Monday morning.

Online inspiration offlineAnother part of Erika's

morning ritual is to jog 5 k. and to get inspired at the

same time.

A digital finger on the pulseSince it's Monday, Erika does

her Monday team #wol.

Relationship discovery and buildingHer first activity of the day is to go to a

morning seminar on green domestic building trends in the public sector.

The Grundfos Social Business Ecosystem Entry

She quickly agrees with him that he should get 2 specific product leaflets of particular

interest.

Who knows who - CRMAlso, Erika connects with him on LinkedIn, and is

automatically informed that 2 other sales staff from

Grundfos knows this person and is working on a contract

with that company.

Enterprise Collaboration NetworkDriving back from the meeting, she collects her thoughts and decides to make 2 posts on the Grundfos ECN.

Company News on the GoShe has 15 minutes left before

reaching the office, so she decides to listen to the

Intranet news of the day.

Co-creationWhen hitting the office, she is 7 minutes late, and immediately jumps into a solutions meeting

with the technical team.

Proactive SerendipityThen it's time for her mandatory proactive serendipity session

(Grundfos has decided to deploy a standard of ½

hour weekly).

What's trendingAfter having finished her

proactive serendipity session, she gets inspired

to check Delve to see what her 'hot' network

contacts are actually working on.

Sharing She shares a post from

The GPC Customer Community into the VoC community and

@mentions the CEO

Strategy JamThe day at the office is coming to an end, and her last commitment is to participate in the all company YamJam on 'How to fund the

future of the company'.

Ahh, that's such a great song...On her way home, Erika just want to relax, and she cranks up the stereo - no need for

directions or virtual assistants!

DRIVING VISION REAL AMBITION REALITY

ONE DAY IN LIFE – REALITY CHECK

Why it’s difficult from an organizational design perspective

You have to help the organization (one person at a time) cross the chasm

http://commons.wikimedia.org/wiki/File:Technology-Adoption-Lifecycle.png

Enthusiasts buy into a new technology just to explore what it can do

Pragmatics do not adopt until they see how other people are making use of it – is it a passing fad or for real. They want to see well established references before investing.

Visionaries find it easy to imagine what it can do for them – the envision or seek benefits and new ways

Conservatives have the concerns of pragmatics + more! Will not adopt until it has become a well established standard – and wants to be absolutely sure that they can get lots of support.

Skeptics never move first. They only adopt when it is designed into a process or policy, or somehow else integrated in something that they have to do – often motivated by another context.

Why it’s difficult from an organizational design perspective

Time

Making an organization or person cross the chasm

Time

Technology

Mind-set

When the two worlds are out of sync in an organization

http://commons.wikimedia.org/wiki/File:Technology-Adoption-Lifecycle.png

Technology

Mind-set

The leadership cookbook for digital collaboration (also known as ‘it sounds easy but don’t fool yourself’)

Recipe

1. Always start with ‘Purpose’ and pain-points

2. Establish a structured ‘green dot’ pilot program

3. See if you can create Management or C-suite role models by providing help in an existing use-case (remember, they are most likely ‘Early Majority’).

4. Tell the cheerleaders that you don’t need their support –you just need them to engage in a new way!

5. Evangelize the ‘Working as a network’ paradigm.

6. Articulate concrete NNS’s including behaviors and tools.

7. Provide simple enablement resources.

8. Highlight YamWins along the way – it works better than making a ‘case-database’

Ingredients

1. Working as a Network Mindset (WOL)

2. Enterprise Collaboration Network (ESN)

3. Community Management

4. Virtual Leadership

5. Digital Literacy (collaboration tools)

6. Project template

7. Team template

8. User Guides

9. Green dots and role models

Thank you!

Thomas Asger HansenHead of Grundfos Global Working Culture

Christian CarlssonSocial Business Evangelist

Our thoughts on the Grundfos’ Social Business & Collaboration Journey: socialbusinessjourney.com

INTERNALEMPLOYEES,

PARTNERS

SALES/REVENUE

COMMUNITY ENGAGEMENTCOLLABORATION

PROCESS IMPROVEMENT

EXTERNALCUSTOMERS,

PARTNERS, MEDIA,

INFLUENCERS

SOCIAL BRAND &

STAKEHOLDER RELATIONSHIP

MANAGEMENT

OPERATIONAL

EXCELLENCE & RETURN OF

EXPERTISE

SOCIAL ENABLEMENT

KNOWLEDGE SHARING

PRODUCT INNOVATION

EMPLOYEE ADVOCACY

CUSTOMER/SALES SUPPORT

CUSTOMER SATISFACTION

CUSTOMER ADVOCACY

PRODUCT FEEDBACK

A CONNECTED SOCIAL BUSINESS ECOSYSTEM