This is a version 1 of our Grundfos Community Planning Guide, to be used either in a workshop or by individuals who are interested in making sure a new community (e.g. a Yammer Group) is successfully created and managed. Comments, suggestions and feedback is much appreciated, since we hope to evolve this "guide" both in content, context, and availability (e.g. as an online tool).

1. “Grundfos Community Planning Guide”
Thomas Asger Hansen (@thomasasger) & Christian Carlsson (@chris_carlsson)
Global Working Culture & Social Business

2. Your steps to a successful Grundfos Community
Purpose
Map to
value
Old vs.
New
Behavior
Executin
g
Evaluate
and
Iterate

3. 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

4. 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

5. 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consolidate outdated systems onto one platform.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)

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

7. 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)

8. 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.

9. “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)

10. 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

11. 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.
Executin
g

12. 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.
Executin
g
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 help
Local 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 Marketing
Have 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 Manager
Jennifer Smith

13. Your turn. Do a brief analysis of your network.
Executin
g
Prospects
Known stakeholders
Core
Proposed Community Manager

14. 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
Executin
g
-Identifystakeholders
-GetGMsponsorship
-ClarifyPurpose
Coreteam
Launch
SalesUser
Training
Firstsuccess
studyand
communication
1/4baseline
metricreached
-Championstraining
-BusinessValue/
UseCaseDefinition
Keystakeholder
valueworkshop
1/2baseline
metricachieved
Fullbaseline
metricachieved
Global
Launch
Keystakeholder
valueworkshop
Additionalsuccess
stories
Adopted from Yammer (2013)

15. General time plan, your turn.
Executin
g
Month 1 Month 2 Month 3 Month 5Month 4 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12

16. 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)