I presented at a SAP Social event in Copenhagen on October 1st 2013, on the topic “Social Business at Grundfos”. These are the slides, but they make of course more sense when you here me speak. It is mainly focused on use cases where SAP and/or partners are the main components, since this was a SAP CRM event. In short about Social Business at Grundfos Grundfos recent years high focus on becoming a Social Business stems mainly from the CEO’s vision that “everyone should be working as under one roof”, which in term has led to the creation of a “Grundfos Global Working Culture” initiative, with assigned resources and budgets. 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. Sounds nice, right?! Hmm…. agree, it is a bit MBA business gibberish. But on the other hand, there are both thoughts and actions behind the words. Actually, if I may suggest one key take away from that mission statement, then it is: “making it normal to engage actively and openly in a globally connected Grundfos”. We have to move from a “closed by default” culture, to an “open by default”. This means, instead of always choosing who we send information to (by email), we move towards choosing when the communication should be private or to a selected audience. Think about it – it is a big shift – cultural, behavioral, and technical. Well, enjoy the slides. I will work on having the speaking notes added to our socialbusinessjourney.com blog.

1. Social Business at Grundfos
Christian Carlsson (@chris_carlsson)
Global Working Culture & Social Business
Presented at SAP in
CPH, Oct. 1st 2013
http://socialbusinessjourney.com/

2. +1

3. 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.

4. 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’.
Grundfo
s
Suppliers & Partners Customers & Market

5. How we work

6. Global Working Culture & Social Business
CONNECTIVITY
• 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 ProficiencyCommunication & 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

7. Networked Organization Maturity Assessment
Source: Community Roundtable

8. 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?

9. Local subsidiaries
Global Account Management (SAP Jam)
Objective
• Better global account management
• Improved global pre-sales collaboration
• Easy and rich CRM integration
Mother
company
45
accounts
30 – 130
subsidiaries /
account
1000+
sellers
around the
world

10. Social CRM 1/2
Challenge: a seller might have good
connections to the parent company, but
lacks insight and connection to
subsidiaries

11. Social CRM 1/2
Case: using our internal network better
might reveal connections that we didn’t
know before

12. Social CRM 2/2
Challenge: one global customer is very silo based between
it major regions around the world.

13. 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?

14. 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

15. Social Business Intelligence (Netbase)

16. Case: Customer Complaint
I 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.
1 2

17. Social Business cycle
Purpose
Plan and
organize
Publish
Listening
EngagementAmplification
Sales / CRM
Support /
Service
Measurement
Network overview
Lead Node Network
for Governance and
Excellence
Learn, adjust, iterate!
External
agencies
Internal
Help!

18. www.socialbusinessjourney.com
…blogs about Grundfos’ Social Journey
Read more on…
Christian Martin Thomas

19. BACK-UP

20. Individuals drive trust and credibility

21. 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

22. ”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

23. 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.
Selected
Thought
Leaders and
Executives
SME’s, campaign
resources, 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
Selectio
n
Selfhelptraining
1-to1coachingandsupport
Selfnomination
Strategicselection
Enablement Value