“Grundfos Community Planning Guide”

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

Your steps to a successful Grundfos Community

PurposeMap to value

Old vs. New

Behavior

Executing

Evaluate and Iterate

What business challenges are you trying to address?

Example of a business challenge:“Our competitors are launching digitized products, which we thought they would not bring to market until 2017. Reports are that our existing customers are seriously considering to buy the competitor product.”

Purpose

Based on your key business challenge(s), what would your purpose of launching a community be?

Example of a purpose:Identify and remove barriers, and come up with solutions that enables us to develop digitized products three times faster than today. We will achieve this by connecting the right network of people and measure the output of their collaborative effort.

Example of a non-purpose:We need more collaboration and networking between people.

Purpose

Here are a couple of Business Value Ideas. Which one or ones apply to you?

For companies that want to drive team productivity through collaboration across functions and geographies.

TEAM COLLABORATION

For companies that are looking to drive engagement across their employee base by helping them find the right experts, share best practices and drive corporate communications.

EMPLOYEE CONNECTIVITY & ENGAGEMENT

For companies that are going through change via re-organisation and realignment, M&A, are launching new products, and/or need to drive sales effectiveness.

BUSINESS AGILITY

For companies that are looking to augment or integrate their existing technology investments and business applications, and replace/ consolidate outdated systems onto one platform.

INTEGRATED ORGANIZATION

Map to value

Adopted from Yammer (2013)

Here are some benefits you could anticipate! Which one or ones would you choose to go for?

Map to value

It is now time to more in detail explain why, what and how you will achieve success.

Your role

…… answer HOW to achieve something, taken from ‘Purpose’.

AS A:

I WANT TO:

Actions which explain WHAT you are going to do to achieve this, i.e. your action plan

FOR THIS, I NEED TO:

Criteria and metrics to measure the success of the use case against

I WILL MEASURE SUCCESS BY:

Specific Yammer activities to achieve what you need to do

YAMMER CAN HELP ME BY:

Map to value

Adopted from Yammer (2013)

AS A:

I WANT TO:

FOR THIS, I NEED TO:

I WILL MEASURE SUCCESS BY:

YAMMER CAN HELP ME BY:

Map to value Your turn.

“When we see inefficient processes we are not inclined to suggest an improvement because we think that is not our

responsibility”

“If we see an inefficient process we feel comfortable suggesting an improvement in a relevant group or all

company feed in Yammer and feel empowered to ensure that an improvement is implemented”

Old vs. New

Behavior

Normal The new normal

Changing old behavior to new takes time and a lot of hard work by everyone.

Continuously communicate with the community (offline and online) about success, challenges, activities, etc.

Practical tips to begin to make the shift: When you post what you want people to do, also post why you want them to do it, so they can understand the context; listen to and see what employees are talking about; etc.

Stories of employees that are already on the journey of shifting to working this way

Supporting detail for everyone to draw upon (possibly for event/education/webinar/video/etc): why shift (how does it add value); how to shift; how do you know if you’re being successful; etc.

Typical drivers that can facilitate the change to a “new normal”

Adopted from Yammer (2013)

Your turn. Define 2-3 “Normal” and “New Normal”. And consider what needs to be in place to facilitate the change.

Normal The new normal

Old vs. New

Behavior

What resources do you have/expect to have to make this shift to a new way of working?

Resources can be many things:• Communication channels, like current networks, email lists, and events• Budgets• People, like community manager (highly important), executive’s, network/proposed community members,

etc.

Executing

Prospects

Known stakeholders

A community is a network of people sharing the same interest in a specific domain or topic. Analyzing that network can help you understand personal drivers, locate ambassadors, barriers, etc.

Executing

Example: potential Renewables Community and why people would participate

Core

Water Utility Group (5 people)Driven by the business challenges

BD Product Group (15 people)Driven by the business challenges

Renewables Senior Ambassadors (~15 people)

Driven by their pure interest and willingness to helpLocal sales (150+ people)

Already knows about the Renewables sales opportunity and that it is

growing, want’s to learn more how to capture it

BD MarketingHave important messages to the

community, and would like to listen and learn

General Yammer Adoption/Maturity

Low Medium High

Local sales (500+ people)Does not see the sales opportunity yet, but as the market and the product matures, the demand will

increase

Barrier: will require extensive training as well as Executive buy-in

Resource: one highly skilled Yammer advocate

Proposed Community ManagerJennifer Smith

Your turn. Do a brief analysis of your network. Executing

Prospects

Known stakeholders

Core

Proposed Community Manager

General time plan, example.

Month 1 Month 2 Month 3 Month 5Month 4 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Planning and start-up phase Growth phase Value phase

Executing

- Identify stakeholders- Get GM sponsorship- Clarify Purpose

Core teamLaunch

Sales User Training

First successstudy and communication

1/4 baselinemetric reached

- Champions training- Business Value / Use Case Definition

Key stakeholder value workshop

1/2 baselinemetric achieved

Full baselinemetric achieved

Global Launch

Key stakeholder value workshop

Additional successstories

Adopted from Yammer (2013)

General time plan, your turn.Executing

Month 1 Month 2 Month 3 Month 5Month 4 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

Principles of Successful Community Initiative – please consider.

Community in general□ Have a clear purpose for your community□ The community should tackle a real business

challenge and have a tangible outcome that can be measured

□ Have an open community to allow discovery and collaboration

□ Clearly state the value for employees participating (“What’s In It For Me?”)

□ Every member must know what they should and can do to contribute (Normal vs. New Normal)

□ Get leadership endorsement and participation□ Utilize other resources and training available to

support your group□ Plan and execute engagement event for your

community (on/offline)□ Move your entire task and problem solving process to

the platform□ Dedicated Community Manager(s) for consistent

communication and support

Yammer Group specific□ Give the group an easy and logical name□ Populate the Group Description & Info Tab□ Consider a public group to allow discovery and

collaboration□ Define and use topics to structure conversations and

categorize in a virtual folder structure (your “Tag-sonomy”)

□ Move email based conversations to Yammer

Check-list

Good luck! And please let us know how it goes here in the Social Business in Grundfos Community.

Adopted from Yammer (2013)