Social Business in the enterprise, How to work with social technology internally and externally, Ingredients, Recipes, and case examples. It's part of a bigger handbook used for acceleration of the social business journey with Grundfos. More stories and background can be found at http://socialbusinessjourney.com/
Text of Social Business CookBook - Ingredients, Recipes, and Cases - Easy Guide
Social Business Cooking at GrundfosHow to get a faster and higher return on our projects and collective know-how.
POTENTIAL COST SAVINGS OF $10 MIO. ANNUALLY
FACTOR 2 INCREASE IN PRODUCTIVITY WHEN EXECUTING EVENTS AND PROJECTS
SIGNIFICANTLY BETTER RETURN ON EXPERTISE AND COLLECTIVE KNOW-HOW
FACTOR 2-3 INCREASE ON BUSINESS PROCESS QUALITY AND OUTPUT VALUE
RESULTS WHEN WE SCALE!
Global Working Culture and Social Business are all about getting more out of the work we already do. It is about executing faster and better than we do today. It is about taking full advantage of our collective know-how. It is about engaging with the world around us to move ourselves and our business forward. Internal and external social business are two equally important ‘must-win’ battles for Grundfos.
During 2013 we have identified some of the key recipes and ingredients of how a successful and highly effective ‘global working and social business culture’ in Grundfos could look like.
We have not invented it. We have sim-ply looked at what was already going on, added new technology or meth-ods, and – in some cases – guidance, coaching and sparring.
Big questions we try to answer:
• Where do we focus and how do we scale?
• Are we ready to change? Can we change?
• How much should we push top down?
• Should we just wait for ‘Generation
Y’ to arrive with their ‘digitally native’ habits, or should we launch more structured change and development programs across Grundfos?
What do you think? We hope to inspire some action.
Thank you to all the contributors, be-lievers, and participants we have been lucky to work with so far. The success stories are all yours!
Enjoy the read.
Thomas Asger HansenHead of Global Working Culture and Social Business
Christian CarlssonSocial Business Lead Consultant
What is Global Working Culture and
Can be scaled by designing a fully connected Grundfos according to the purpose and principles promoted in this whitepaper
Will drive change and results!
Can be scaled by applying recipes and skills described in this whitepaper.
Connectiveness is the foundational goal – it can be understood as a means and enabler for the three core goal categories.
RETURN ON EFFORT (ROE)
FASTER PRODUCT DEVELOPMENT CYCLES
SHORTER CUSTOMER SUPPORT CYCLES
HIGHER GLOBAL SALES EFFECTIVENESS
BETTER CUSTOMER RETENSION
IMPROVED MARKETING EFFECTIVENESS
RETURN ON EXPERTISE (ROX)
ENGAGEMENT LEVEL ENGAGEMENT QUALITY
DECISION MAKING QUALITY BUSINESS PROCESS QUALITY
* Definition in the glossary on page 7.
“To drive business growth, innovation, and strategy execution, by making it normal to engage openly in the globally connected Grundfos – internally and externally – with a sincere intent of leveraging opportunities and ideas, collaborating effectively, or reducing inefficiencies.”
Reducing non-productive meeting time by 10-20%
Better ‘Sales Intelligence & Excellence’ than any
of our competitors
Better ‘Sales Intelligence & Excellence’ than any of our competitors
Process Implementation & Process Improvement
Better Product Development
3 X SPEED
Understanding market sentiments
Identifying sales opportunities
Global events with extraordinary results at 50% of planned costs
Campaigns planned and launched better and more cost effective
than ever before
> 40% reduction of emails for collaboration and project development
BY USING VIRTUAL & SOCIAL COLLABORATION
BY APPLYING SOCIAL MEDIA AND FORUM
BY REVERSE MENTORING AND SOCIAL
BY USING COMMUNITY MANAGEMENT & VIRTUAL
SAVINGS$15,000, $20,000, ... and more
Increase ‘Return-on- Expertise’ by activating
our collective know-how
BY CONNECTING PEOPLE IN ONE
* Definition in the glossary on page 7.
Cases & Recipes
GlossaryCases & Recipes
Ingredients COOKING UP A COLLABORATIVE CULTURE
To nurture a high-performing collaboration and social business culture, there are a few basic concept ingredients and definitions we all need to know and use on a daily basis;
CONNECTIVENESSConnectiveness is a designed word. It means to embrace the best of connectivity and connectedness.The technical ingredient is one big network with rich profiles of all employees. The cultural ingredient is a high social business maturity. It means that people want to connect and share, know what to share or how to refer to the right person.
CULTUREThe collective set of artefacts, behaviours, values, and assumptions which define how things are done.
EFFECTIVENESS The capability of producing a desired result: Realised Output / Target Output
EFFICIENCYPerforming or functioning in the best possible manner with the least waste of time and effort:Consumed Input / Target Input
FORMULA FOR CALCULATING THE POTENTIAL CORPORATE ANNUAL SAVING(Avg. Active Usebase) x (Avg. Skill Rate) x (Avg. Historic Annual Serendipitous Saving)
INDUSTRY THOUGHT LEADERPerson who is recognised as an authority in a specialised field, and whose expertise is sought.
ONLINE COMMUNITY A number of connected people with a shared purpose or domain culture, who have a sense of community.
ONLINE NETWORK A number of people formally connected through a relationship or a belonging.
PRODUCTIVITYAn economic measure of output per unit of input:Output / Input
SERENDIPITYSerendipity means a “fortuitous happenstance” or “pleasant surprise”. It was first coined by Horace Walpole in 1754. In a letter he wrote to a friend Walpole explained an unexpected dis-covery he had made by reference to a Persian fairy tale, “The Three Princes of Serendip”. The princes, he told his correspondent, were “always making discoveries, by accidents and sagac-ity, of things which they were not in quest of”. In its modern vernacular, serendipity is commonly associated with luck, neglecting the sagacity that infer some conditions more conducive to accidental discovery than othersl
SOCIAL BUSINESS DESIGNStrategic application of social com-puting and leadership to enterprise challenges.
WORKING OUT LOUD The concept of continuously narrat-ing, and/or executing, work openly.
Ask a specific question - make it clear what challenge you are planning to solve and your timelines
Post question in the Global Grundfos Community
When people give their input ask follow up questions
Follow up with your newly discovered experts
Feedback how this helped you overcome your challenge
AN EFFECTIVE ‘GLOBAL GRUNDFOS COMMUNITY’ ENABLES USE OF OUR COLLECTIVE EXPERTISE AND BUSINESS KNOWLEDGE.
Understanding regulations is very important for the Grundfos business. It is important for R&D, Supply Chain Management, Purchase, and Sales. But how do you gain insights in order to respond rapidly? The challenge becomes even more difficult when you are a new employee in Grundfos.
Magdalena, Business Consultant and Global Graduate has just over 1 years of seniority in Grundfos. She was in need of input on export challenges around the world in anticipation of a meeting with the American-Danish
Trade Council. She posted to Yammer to utilise the Global Community’s experience and quickly gathered examples and experts to strengthen her case.
Global reach of challenge and request after less than 5 minutes effort
Input from multiple people with cross organisational expertise and job roles in less than 24 hours
Total Problem Solving Time (TPST) estimated to 18 minutes
Clear question asking for information on certain business practices to gather evidence
Bring others into the conversation who you think can answer
Brings examples in from the organisation that are relevant and impactful
One idea and contribution spurs other ideas and contributions
The expert is pulled into the discussion
“Working with a tool like Yammer, made us able to avoid the normal ‘Stop-Go-Stop-Go’ workflow you often experience in Grundfos project work. Some-times it seems like people think of physical meetings as a kind of mental stage-gates: We can’t work until we’ve had a meeting about this.”Kirsten Jakobsen, Rotation Employee, GMA, California
Service Product Handbook
INTERNAL USE ONLY1. version - Feb. 2013
10529_Service_Handbook.indd 1 03-02-2013 23:16:20
COST EFFICIENCY REVENUE
Internal Launch of Service Product
CatalogueGLOBAL COMMUNITY CASE
RECIPE & INGREDIENTS
Be clear on the purpose and success criteria for your project
Understand that you have to be effective together without meeting and travelling
Make a private working group on Yammer (allowing asynchronous 24/7 working)
Agree on wanting to succeed doing virtual team-work
Teach each other how to ‘Work Out Loud’
Become ‘Digitally Literate’
Bring in the entire task and problem solving to the group – don’t do parts on email
Use digital questionnaire and gamification to prime awareness and involvement
Execute by combining local physical mini-events with digital support
CHALLENGE: Plan and execute a proper launch event with a formal budget of 850 €.A team of 4 people located in different parts of Grundfos was given the task
1½ months before the target launch date. They managed with success be-cause of their approach, their willing-ness to use new tools, and their trust in one another.
Internal communication in large organisations can be a real challenge, since most employees feel the suffer from information over load. Therefore, it was decided to launch the information via a combination of a digital package and small local gatherings/events.
THE GOAL: Awareness of Service Products Port-folio to be increased from <10% to at least 50% of target group.
PROJECT/CAMPAIGN TEAM: Four people, part time, spread across three time zones.
PURPOSE: To create awareness of the Service Products Portfolio. We want to spread the message that now we have and should use a uniform & global service product portfolio linked to pump products and markets. Going forward
this will give Grundfos value added to-wards our present & future customers in Selling Service & creating solutions/consultancies.
TARGET GROUP: Programme & Product Managers, BD-project managers, R&T people (D&D), Segment people, Marketing Staff, P&S and PDJA (for competence development within Selling Service & Technical Competencies).
400+ people (equivalent to 70%) of the primary target group were reached during the launch, and exposed to the content
About 40% were engaged in a way that gave immediate feedback to the project team
Recognising an opportunity in the open thread and reassigning it to the right group for further discussion
Bringing in various different members to verify and arrive at a solution
CHALLENGE: FINDING EFFICIENCIES IN HOW THE ORGANISATION BUYS LICENSES
In a global organisation of 18,000+ employees it is often difficult to know and track definitively who is working on what. The outcomes are often
more than just lack of collaboration. Duplication of effort often results when similar threads of work that could be joined up are not.
This is where one single enterprise network plays a leading role to success, as can be seen in this great example which all started with Johannes Dissing.
Johannes, an NDI Project Manager, needed to find out if there was any training material for a software tool he was planning to use. In discovering a source for training material, we also discovered that the training material had been paid for individually rather
than in a group license scheme. A solution was identified to see how many individual licenses had been purchased from an individual supplier and whether there was any way to consolidate them. There was an opportunity to consolidate all licenses into one group agreement on behalf of Grundfos. A saving of $20,000 was achieved.
We define Serendipity as ‘pleasant surprise’. We can make the number of pleasant surprises grow proportionally with the number of people we connect and the skill with which we share. The most important ingredients for serendipity to happen is Working Out Loud and One Enterprise Social Network!
Read more about the origin of Serendipity in ‘Ingredients and Glossary’ on page 33.
This is a very nice example of a serendipitous event taking place!
Access to software capable of multi language listening to sources like:
· Blogs· Social Networks· Discussion Forums· Microblogs· News· Reviews· Comments
Language specific resources, with domain knowledge, who can manually go through, validate, and analyse posts
Millions of publicly available posts, conversations, and mentions
Every day and hour Grundfos is being mentioned online in various social media. It can be employees who are amplifying good brand messages (see Social Empowerment); or prospects researching and comparing us towards competitors; or even current custom-ers who might be voicing either their pleasure with our products, or worse, they might have a problem. In all cas-es Grundfos must be actively listening so we can understand the dialogues, and act when necessary.
Social Listening gives us the capability of listening to public conversations – either brand specific (like “Grundfos”)
or topic specific (like “wastewater”). And by doing so, Grundfos can react on issues and problems, and proac-tively learn and gain insights.
When it comes to qualitative, in-depth conversations about Grundfos or competitors’ products and solutions, then our listening activities clearly shows that these take place in various Discussion Forums. Take UK for instance. One Discussion Forum alone – the UK Plumbers Forum – accounts for approx. 90% of all Grundfos Brand related discus-sions. Customers, Prospects, Installers, and Do-it-your-self (DIY) enthusiast are engaging in a constant flow of pump discussions. Many of which are Grundfos specific, but other compet-ing brands are also included.
Listening into these conversations, analysing them, drawing out findings provides valuable insights to Grund-fos, but it can not be automated. Our experience shows that tools can help us locate the conversation, but deriving the insights must be done by a person with right skills and sufficient domain knowledge.
Also forums typically not linked to Grundfos products or solutions can contain interesting and valuable
conversations. One recent example (August 2013) shows how important it is that we (Grundfos) continually monitor our brand. A long term happy customer suddenly was faced with a malfunctioning product and felt he did not get the support he was enti-tled to. It came to a point where he turned to a forum he was much active in and a strong contributor with influ-ence – Yesterdays Tractor Forum – and voiced his concern. Immediately his friends and followers joined the con-versation, with various suggestions, with increasing criticism as a result.
A long story made short: since Social Listening picked up the conversation, we got in touch with the customer, helped him find a solution, and at the end actually praised Grundfos for solving the problem.
Grundfos are still in the early stages of capitalising on the Social Listening opportunity. Listening to Brand and Competitive conversations is a first step. Using Listening to understand new markets, trends, and perhaps identify new opportunities is the next step. But the real value lies within making the insights and intelligence available to the right Grundfos people, at the right time, in the right way – and then using the insights in plan-ning, strategising, and development.
Community literacy will be a mandatory leadership com-petence in Grundfos, and sim-ply put, the definition is: The art of deliberately using com-munities and applying commu-nity management to develop our business and organisation.
In practice it is about being able to de-sign and drive a community according to a prioritised purpose or business goal.
ESSENTIAL COMMUNITY LITERACY SKILLS ARE:
1. Community strategy and planning
2. Community management
– Member recruitment
– Relationship development
– Content curation
3. Digital literacy / Tools
One Grundfos Community
One large Grundfos com-munity will be a key driver to increase the business and sales return on the collective know-how and expertise of our entire organisation. The logic and factual substance to this claim can be explained by two important terms: Seren-dipity and Connectiveness.
WE DEFINE SERENDIPITY* AS: A ‘happy coincidence’. It is the accidental chance that someone you never thought could help suddenly turns up – and is able to help you. Or perhaps, a solution someone already developed and made available coincidentally passes your way, when you need it – and sometimes even before you recognised the need for that particular solution.
WE DEFINE CONNECTIVENESS* AS: 1. The ability to connect across
barriers in time, space, or form
2. The extent to which it happens
3. The purpose and quality of the interaction
Serendipity is directly proportional to the number of people who connect. That’s why we need as many people as possible on one shared network. Then we can develop our organisation, our community structures, and our working culture to generate maxi-mum serendipity.
* Definition in the glossary on page 7.
THE ORGANISATIONAL GOAL FROM A DESIGN PERSPECTIVE
NORMALKNOWN BY SELF
KNOWN BY OTHERS
UNKNOWN BY OTHERS
UNKNOWN BY SELF
KNOWN BY OTHERS
UNKNOWN BY OTHERS
KNOWN BY SELF
UNKNOWN BY SELF
I already know who can help me – or my manager does!
Too many people will get involved. It will slow me and the project down!
My work isn’t relevant to others!
I don’t want to disturb a lot of people; we have enough information overload as it is!
I’ve been hired to do this job. Other people should do their own job!
Our known and affective communication channels will break down! I will be lost ...
Maybe, but you don’t know what you don’t know. And you don’t know all the people who could potentially help you to find the best solution.
Only if you do not communicate your expectations to scope, timing, etc. clearly. Depending on the input you may have to change decisions already made. But that would not be slowing down – that would be improving the project.
How do you know? If you share it, somebody else might find it useful – but only if they can find it. How many times do you think we reinvent the wheel at Grundfos?
That is the smart thing about online collaboration – you can decide what information you want. You just need to learn how to manage your settings.
Nobody will take your job. But we will all have a chance to do our job as good as we can. Did you know that most of the successful projects or patents at Grundfos are the result of collaboration?
We will still have corporate information channels, where you can keep being informed. And soon you will also get used to being part of the communities – like a butterfly flying from one flower to the next to collect what it needs.
Until now we have been used to solving our tasks more or less on our own or by involving colleagues close by. Increasingly, with the global-isation of Grundfos, we are getting used to collaborating online and across borders. But we have to be much better at this and that is why we have to change the way we work. We have to learn to Work Out Loud!
What does it mean to Work Out Loud? Maybe you have to share your draft before it is quite finished to get feedback. Maybe you have to
have the courage to ask a seemingly stupid question. Maybe you have to involve colleagues much earlier in the planning phase of your project. This is what Working Out Loud is all about - to have the courage to tell people about and execute your work out in the open.
Working Out Loud is a generous way of working and it is the future way of working – just ask the new generations.
Working Out Loud is a major cultural shift, and there are a lot of barriers that we need to overcome together.
The culture of Working Out Loud gives you new opportunities to strengthen your leadership:
• Be more present – and even save time – by redirecting a little energy from mail to the community!
• Easily give feedback as a natural part of the ongoing conversation
• Empower people by asking involving questions
• Signal value based leadership via
micro-posts in the community
• Ensure high performance by keeping everybody in the loop
• Know what’s cooking because everyone joins the conversation – and welcome the challenging questions since they create progress
• Increase innovation by tapping into the collective intelligence of your community – not just your own team!
The easiest way to transform our values and leadership principles from nice words to real action is to WORK OUT LOUD!
Working Out Loud
GRUNDFOS VALUESOpen and TrustworthyFocused on peoplePartnershipRelentlessly ambitiousSustainabilityIndependent
LEADERSHIP PRINCIPLESYou are presentYou inspire passion, curiosity and joyYou empower peopleYou build high-performing teamsYou invent tomorrow
The high performing leader of global teams wants to keep the conversation going 24/7. It’s important to enforce trust, openness and sharing. Digital literacy is a pre-requisite to become successful.
Digital literacy can simply be defined as the ability to use both synchronous and asynchronous tools effectively, i.e. comfortably using the right tool for the right purpose
Synchronous work happens when everyone engages together at the same time (online or face-to-face). Web-conferencing or telephone con-versations are examples of synchro-nous activities. The future standard tools for synchronous collaboration in Grundfos are found in Microsoft Lync.
Asynchronous work happens when meaningful collaboration or work can happen even if you are ‘alone’ with
the tool or on the platform. The tradi-tional form of asynchronous collab-oration is email. The future standard will be Microsoft Outlook for mail, Yammer for team communication and Microsoft Sharepoint for file sharing.
EXAMPLE 1: LEADING PEOPLE AT A DISTANCEYou want to be present and keep peo-ple informed. You want to keep the work and conversation going – also when you are not awake . You want to involve and you want to create trust. How do you do that?
• For official meetings and formal/informal 1:1 dialogue use Adobe Connect or Scopia (Lync in the future)
• For on-going, informal, real-time dialogue, use Lync (signaling presence and availability)
• For on-going discussions, co- creation, informal chat, knowledge sharing, etc. use Yammer (many leaders have replaced meetings by discussions already!)
EXAMPLE 2: VIRTUAL PROJECT TEAM COLLABORATIONYou want to create trust among the team members. You want to keep the ball rolling with focus on delivery and progress. How do you do that in a virtual environment?
• To kick-off the project and make sure that all team members get off to a good start use Adobe Connect. Record the session so that it is avail-able to people not present in the kick-off (Lync is also an option)
• For sharing and editing of files/content use CenterStage or Wiki (Sharepoint in the future)
• For project discussions, knowledge sharing and updates, use Yammer
• For milestone meetings online, and other meetings, use Adobe Connect or Scopia (Lync in the future)
• For on-going, informal, real-time dialogue use Lync (chat, presence indicator, etc)
The model provides an overview of the most used global communication & collaboration tools in Grundfos 2013. The corporate standard tools for the future are listed with blue.
We want to get better and better to work and collab-orate ‘as if we were sitting under one roof’ despite our global nature, large number of employees, and rather complex product programme and organisational structures.
BUT HOW DO WE KNOW HOW GOOD WE ARE?
One of the ways we can estimate how skilled we have become, and how good we are at doing truly ‘social business’, is to assess our practices and habits with respect to a number of identifyable ‘organisational competences’!
One way of understanding the task is to go through the illustration above.
On the ‘X-axis’ the 4 major skill levels are mapped. On the ‘Y-axis’, the organisational skills – some call them competencies – are mapped. The red dots indicate where Grundfos (as one big average) can be thought to be. The green dots indicate where we want to be in 2016. The reason we want to increase our skill level is that we believe that an organisation with this skill level is a more effective global organisation that the ones with lower skill levels.
Organisational Maturity Assessment
STRATEGY Familiarise & Listen
Command & Control
Consumer tools used by individuals
Formal & Structured
Mix of consumer & enterprise tools
Activities & Content
Defined roles & processes
Community created content
Behaviors & Outcomes
Integrated roles & processes
METRICS & MEASUREMENT
POLICIES & GOVERNANCE
EMERGENT COMMUNITY COMMUNITY NETWORK
“Social“ functionality integrated entirely
Integrated formal & user generated
Consumer & self-service tools
Some user generated content
Original source: Community Roundtable
By listening to customers in public forums and groups, insights about needs and wants are derived and channeled to the right internal community or function. Based on this, interesting content is co-created by Experts and Thought Leaders in the form of a blogs or videos.
Marketing maximises the effect of the content, aligns with current activities, and distributes it the right global and local channels. In addition it is amplified by our own employees in to their own networks. As customers and prospects interact with the content, or in dialogue with a Grundfos employee, patterns about what they are interested in is collected and distributed to sales for action.
Market influencers are identified and coupled with Grundfos experts – not only to manage them, but also to listen to them, learn, and under-stand market changes.
A Social Business Ecosystem is a connected set of interacting organisational capabilities, triggers, and events – internal as well as external. Its how people, information, processes and platforms connect in such ways that it creates value both for the organisation and individuals.
The concept ingredients are typically:
• Social Listening and Digital Intel-ligence for brand watch, keyword research, and opportunity discovery
• Social CMS for Content Marketing, Global and Local distribution and channel management, and Analytics
• SME and Thought Leader Frame-work for market reach and creating a Voice of Industry
• Employee Amplification for cre-ating and measuring the effect of Social Empowerment
• Social CRM for Lead Management
• Influencer Management for manag-ing key market influencers
• Global Enterprise Social Network for internal knowledge sharing and discovery
The best configuration for Grundfos depends on what business goals we specifically decide to make our ‘must win battles’. Assume that we want to maximise our influence the ‘Voice of Industry‘* when it comes to Water Utility, it could then look like the opposite page.
The strength of a well designed eco-system, is that we can stay effective even through periods of dramatic change. And change is the only certain characteristic of the business case:
• New entrants such as networks and technologies will always emerge – some times with the speed of light – making other well known platforms obsolete
• Experts and social empowered employees will grow their networks and digital literacy, and new influ-encers will emerge
• New partnerships will trigger new collaboration and co-creation op-portunities, in areas that today can not be imagined
• And as Grundfos transforms into a globally connected enterprise, new business models, needs and pro-cesses will change the way informa-tion and knowledge flows, inside the company, as well as outside
THE GRUNDFOS OPPORTUNITY The Grundfos opportunity is that our industry is still in the early (infant) stages of what we can call ‘Social Business Maturity’. We have a window of opportunity to become first movers in the pump industry.
From a technology perspective, there is no “one platform” that can manage the full scope of the Ecosystem – not today, and probably not tomorrow. Connecting the right tools and platforms must therefore be part of the strategy. But it is a fine balance since having to many connectors also comes with challenges. To manage this balance, all Grundfos functions must work together in understanding local and global business needs, and what solutions that should be applied to support these.
So, with the current speed of change (global and local market needs, tech-nology, human behavior, etc.) instead of slowly building a strictly governed and highly controlled management system, our bet is on making small, quick iterations. Only then will we have a Grundfos Social Business Eco-system that learns to co-evolve and adopts by its own.
* Voice of Industry relates to how Grundfos can brand and position our self as a leading influencer and market leader in a specific segment. The other two dimensions are: Voice of Company and Voice of Customer.
RULES OF ENGAGEMENTGrundfos supports any employee who wishes to engage and contribute responsibly in social networking, learning, advocating, or collaboration. In order to do this, you should act in coherence with our Social Business Policy.
1. Know and act in accordance with the Grundfos Values, Leadership Principles, Corporate Policies and Code of Conduct .
2. Aim to add value. Provide worthwhile information and perspective. One of the most important aspects of the Grundfos brand is its people, and whatever you publish will reflect on our brand.
3. You must be conscious of the extent to which you write about Grundfos or on behalf of Grundfos, and make it clear if you are speaking for yourself or as a representative of Grundfos. If you publish content online that is relevant to Grundfos but in your personal capacity, then use a disclaimer, clarifying that it is your own opinion or point of view.
4. Always identify yourself by name and, when relevant, role at Grundfos. You are personally responsible and accountable for the content you publish online. Be mindful that what you publish will be public for a long time.
5. Respect copyright, fair use and financial disclosure laws. Don’t publish or provide
confidential or any other proprietary information belonging to Grundfos or others such as partners or customers. Don’t use Grundfos logos or trademarks without approval.
6. Never discuss business performance or other sensitive matters concerning Grundfos publicly, and don’t cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Don’t publish anything that might allow inferences to be drawn that could embarrass or damage a client.
7. Respect your audience. Don’t use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in the Grundfos workplace. You should also show proper consider-ation for others’ privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion.
8. Be the first to correct your own mistakes, and avoid emotional conflicts.