As Christian mentioned in his last blog on the Ecosystem, successful social business in an enterprise is like a great meal. Among many things it requires being cooked with skill and made from the best ingredients. To help us on the way to scale Enterprise Social Business in Grundfos we are now finally releasing our first Social Business Cookbook.
It’s basically an extract introduction to what social business is for us at Grundfos, i.e. what results can we expect, what are the ingredients, and what are the recipes for success in our company.
We will not publish all of it here, but we can talk about the bits and pieces which can be of benefit for other professionals and champions in manufacturing companies who are on a social business journey of their own.
It took us 6 months of part-time writing, editing and much reflection to put the piece together. It’s 50 pages long, and it builds on our own experiences within Grundfos. This is a key point! We could not write it without doing it. We could not explain it without having the cases. It was in fact easier done than said so to speak!
We tried to convince our executive board using reports from big and famous consulting companies, cases from other companies in other industries, and of course inputs from famous scholars. We did not really get the tail wind we had hoped for this way. So, the new strategy became pilots within Grundfos. Simple pilots, that each provided evidence in a narrow setting within a specific domain. And now we’ve collected the many bits and pieces into one cook book. The cook book contains 12 reference cases (archetype-like) and a number of concept ingredients, e.g. ‘Community Literacy’. A recipe is just a very simple playbook in bullet form.
Some of the results we already now can start harvesting are;
1. Large cost savings
The interesting thing here is that our estimated potential yearly annual savings (which is a large number) is calculated only on the serendipitous activity of a large community. If we were to include the saving which could be generated from a ‘Cost saving programme’ executed from a crowd-sourcing perspective, it would be even bigger.
2. Two-factor productivity increase when executing events or projects
The core benefits here come when Go-Stop-Go-Stop processes are replaced by fluid around the clock collaboration in asynchronous social collaboration platforms, and when the mind-set around working in a virtual setting wins over the traditional physical meeting practice. Go-Stop-Go-Stop typically materialises because of constipated meeting schedules and attempts on email collaboration).
3. Significant (2-3 factor) increase on business process quality or output value
The vision of ‘Sociably Enabled Business Processes’ is real for us! By establishing a dedicated community around a workflow or business process, big positive changes can be generated. This is where the overarching KPI called Return on Expertise’ is really brought into play! If we drill down ‘Return on Expertise’ we close in on indicators like ‘Time to answer’, ‘Reduction of process problems’, ‘Feed-back rates, ‘Engagement rates’ and like.
Rounding off, I’d like just to sum-up a shortlist of key ingredients we will dive deeper in as we move forward (IRL as well as in our blog);
- One enterprise community & Community literacy
- Working out loud (WOL)
- Components of a Social Business Ecosystem
- Social Empowerment
- Digital literacy
- Social Business maturity assessment
In our next post, we’ll discuss specifically how we work with the social business maturity assessment piece. It’s based on the model published by the Community Roundtable, but as you will see, we needed to expand the scope and application a bit.