Presented May 15th 2013 at Seismonaut in Aarhus. Audience: senior leaders/managers at various Danish companies.

1. Social Business and ROI
Christian Carlsson | Social Business Lead Consultant | Global Working Culture
twitter.com/chris_carlsson | socialbusinessjourney.com

2. The world’s largest manufacturer of pumps
Source: Martin Risgaard (@risgaard)

3. The purpose of Global Working Culture is born out of Carstens Bjergs, CEO, innovation
intent. Grundfos needs to become a global organisation where everyone works,
collaborates, and innovates as effectively as if we were all ‘sitting under the same
roof’.
Grundfos
Suppliers & Partners Customers & Market
Source: Thomas Asger Hansen (2013)

4. Social Business at Grundfos
Two Strategic Objectives
Collaborative Productivity
Social Empowerment
Two Social Business Hypotheses
Outbound success depends on
internal maturity and social
proficiency
Long term success depends on
internalisation of new ways and
new tools
a.k.a CULTURE
Source: Thomas Asger Hansen (2013)

5. Our objectives translates in to two opportunities
External
Internal
Social Empowerment
Collaborative productivity
• Scale
• Speed
• Productivity
• Quality
Source: Thomas Asger Hansen (2013)

6. Strategy Development Framework
Source: Thomas Asger Hansen (2013)

7. Strategy Development Framework
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
• Training Programs
• Workshops
• Smartworker
• Collaboration Guide
Networked Culture
• Leadership Development
• Maturity Assessments
• Communication & Collaboration
• Lead Node Networks
Community Management
• Internal Communities
• Branded Online Communities
• Leadership Component
Change drivers
• Top-down Vision, Communication Plan, New InSite,
Mobile Engagement & Work, Governance
• Bottom up: Pilots, Viral Adoption, Local Problem
Solving.
SolutionFinder User Community
Capitalising on min. 2500 users
Onboarding Community
Supporting P&S Onboarding process
Extranet User Community
Extracting value & Internal marketeering
Social SAP CRM
Increased global account sales effectiveness
Mechanical Hydraulic Development
BD Stream - case
Social SCM – S&OP Process
Improved visibility & decision making
Global Grundfos Yammer Community
Global Collaboration, Connectivity & Serendipity
Social Business Intelligence
Social Analytics + Engagement Strategy
Customer Service Community
Internal + External option
Social Media Campaigning
Marketing initiatives
Social Talent & Grad Recruiting
Social Media Employer Branding
Distance Leadership
PDJA case
P&S Global Network
Leveraging Global Business Processes
Competitor Intelligence Network
Leveraging Global Business Processes
Tablets & Mobile Devices in Grundfos
Global case
Source: Thomas Asger Hansen (2013)

8. Example: Open by default
“E-mail is where
knowledge goes
to die”
http://www.youtube.com/watch?v=QIqA_YKeboc
Source: Bill French (1999)
E-mail is not going away. It has it’s place, but should be used for private conversations, and not those where others can benefit
from the info/knowledge. E-mail today is “Closed by default”, you chose who should be part. Social Collaboration is reverses
this and becomes Open by default: you choose instead when/what conversations that should be private.
Source: Christian Carlsson (2012)

9. Example: Knowledge Retention
Knowledge transfer between employees. The opportunity: have your employees up to speed in 6 months instead of 12 months.
Source: Christian Carlsson (2012)

10. Example: Knowledge Retention
Two months before starting, a new employee should get access to the future team, conversations, sharing, discovery, and
much more.
Source: Christian Carlsson (2013)

11. Example: Social Processing
Processes must always be adopted to new realities; use the crowd to for process support, FAQ, and process improvement
Source: IBM (2012)

12. Example: Jam Concept
In a time limited period, crowd source and/or collaborate around a specific topic
Source: Christian Carlsson (2012)

13. Example: Jam Concept
“… nice work, and great job. You all amazed me in your ability to make a
virtual event come to life in more ways that I expected.” (Director)
“Thanks to all of you for your full dedication to this
bold experiment! I stated Tuesday in my opening
speech that we with this event wanted to set new
standards for global collaboration. I believe this is
exactly what you did!” (Senior Vice President)
“Probably can say now already that this was one the
best experiences that I have had within all the GT
programs that I have attended... This just had a different
vibe to it. I had my reservations coming in, but we have
exceeded all expectations.” (Sales Manager)
It was a great pleasure to work
together....definitely new experience...I
think we've all enjoyed this. We've also
developed a level of confidence which is
quite unusual handing over the task
between time zones... (Director)
“Can team spirit be practiced virtually? I'd
no doubt before the event. It is now
confirmed as all 4 teams working hard
have demonstrated that. And it is amazing
how our talents spread out in different time
zones have been dedicated especially last
night to stay awake and ensure their
contribution almost non stop!”
(HR/Facilitator)
“… there was a lot of team spirit....jokes
and interaction as if we were one close to
another not on different continents.
Something to proof that we can do more
online collaboration in the Group...”
(Participant)
Talent virtual Jam/Event, 48 hours around the world, first of a kind in Grundfos
Source: Grundfos (2013)

14. Example: Using our experts
Every organization has lots of experts and experts-in-the-making. Release their knowledge – your customers and prospects
trust them, and listens to them. Use your internal social business methods (like Communities) to locate your experts; enable
them; and then connect them to your customers, at the right time, right place, with the right message.
Source: Christian Carlsson (2012)

15. Example: Using our experts
Source: Ethan McCarty, @ethanmcc (2013)
Why we believe in Social
Empowerment
Social Empowerment: We
build a web of trust by
empowering our employees in
Digital/Social Media, extending
our reach, our message
amplification, as well as
listening capabilities.
Volume = X
Contact Surface = 300*Y
Volume = X
Contact Surface = Y
Who listens to corporate messages anymore? And instead of having one person doing 100% -- have 100 people do 1%.

16. socialbusinessjourney.com
External channels can also be used as internal communication vehicles. When you have to articulate a strategy, thoughts or
actions in words to an external audience, this also becomes more relevant, clear and powerful for the organization.
Source: Grundfos Global Working Culture team (2013)

17. Some key learning's
1. Purpose!
2. Showcase value when it occurs (#yamwin)
3. Leaders: you got to believe – and lead!
4. 90:9:1
Some key learning's from our social business journey.
Source: Martin Risgaard (2013)

18. Social Business and ROI
Source: Adopted from Resource Management Systems, Inc. (2002)
COST
BENEFIT
S
WHAT WE GIVE
(INVESTMENT)
ROI
(WORTH)
WHAT WE GET
(RETURN)
WHAT I GIVE?
WHAT I GET?
MY ”ROI”?
PERSON
Traditional ROI model
Additional “Social” ROI’s
Becoming a Social Business can not follow traditional ROI models, since these – in most cases – does not include the real
power behind the success: the people.

19. Social Business and ROI
• Improve financial
performance
Business
Objective
• Improve sales
by winning
competitive
accounts
Organization
Objective
• Create a
360
degree
client view
Social Business
Objective
Source: Christian Carlsson, adopted from Altimeter Group (2012)
Personal
objective
One way of looking at how Social Business initiatives can drive business and organizational goals and obejectives. But again,
remember the most important part: the people!

20. Adoption
Grass root
C-level;
Executives
Management
Leaders and Managers: you need to step up to
the challenge and “vote with your fingers”.
If you really want the benefits of Social Business
methods (which most of you do, right?) then
there is only one way to learn, understand, and
“staying in control” (well, that is already to late)
and that is to be active and do it your self.
Source: Christian Carlsson (2013)

21. Christian Carlsson
Social Business Lead Consultant,
Global Working Culture, Grundfos
rebelmouse.com/christiancarlsson
twitter.com/chris_carlsson
linkedin.com/in/christiancarlsson
+45-21 54 17 71
ccarlsson@grundfos.com
vizify.com/christiancarlsson
socialbusinessjourney.com
Other Grundfos Social
Business experts
Thomas Asger Hansen
Department Head, Global Working
Culture at Grundfos
twitter.com/thomasasger
Mia Louise Rydahl Due
Online Learning Consultant
twitter.com/mialou
Martin Risgaard
Yammer guy & Digital Workplace /
Intranet Consultant
twitter.com/risgaard
Presented by