ANALYSIS AND DEVELOPMENT OF ORGANIZATIONAL CULTURE

A common culture serves as a binding agent in a rapidly changing world. We help your company analyze its prevailing organizational culture, sharpen its values and find coherent operating practices. When the shared direction is clear, every member of the organization can experience success and view their role as a meaningful part of a larger whole.
We make use of the most advanced analytical tools for measuring an organization’s performance as well as the best tools for the identification and development of shared values. We also take advantage of artificial intelligence, which makes the voices of employees, stakeholders or customers heard while respecting the protection of privacy.

A strong organizational culture is a source of competitive advantage

How to engage the commitment of the best employees? How to address increasingly demanding customers? How to come out on top in the competitive and turbulent world of business? A strong organizational culture provides the foundation on which you can build a successful future.

A strong corporate culture is built on the company’s values and created one operating practice at a time. Values and talk must be turned into action in everything the organization does. In companies that have a strong organizational culture, all collaboration models and structures are geared towards the realization of the culture.

In companies that have a strong organizational culture, all collaboration models and structures are geared towards the realization of the culture.

“A strong culture always draws from the company’s reality. It must be based on genuine values that the employees recognize and can reflect against their personal values,” Minnariikka Rajala notes.

“This means that company culture is also linked to context and closely connected to the DNA of the business. Ultimately, the roots of a robust and values-driven culture can be traced to the company’s management. Accordingly, the development of culture must also start from a strong commitment at the management team level.

A process that supports change

The development of organizational culture starts from an honest analysis of the current situation. When a real-time picture of the organization’s prevailing culture, strengths and development areas has been established, it is time to focus on development.

“Our task is recognize the current situation, challenge and sharpen thinking and serve as a sparring partner in the creation of new operating practices. We then revisit the goals during a shared assessment: has change been achieved and are the changes sustainable and in line with the goals?” Minnariikka Rajala explains.

“In our work, we use innovative methods that suit the specifics of the situation. Artificial intelligence, for example, has opened up entirely new dimensions for studying the perceptions of employees and stakeholders.”

Rajala calls on companies to be brave, honest and committed:

“Developing the organizational culture is a process in which the current situation and the objective must be examined with courage. It is essential that the process supports genuine change. Rather than simply suggesting isolated measures to take, we take a comprehensive approach to our work and believe that we have only achieved our goal when the customer has achieved theirs.”

Built on values

Minnariikka Rajala emphasizes that a strong corporate culture is built on the company’s values and created one operating practice at a time. Values and talk must be turned into action in everything the organization does.

“In workshops, we can discuss what each of the company’s values means in the context of supervisory work or customer relationships, for example. If there are gaps between the values and reality, all you can do is roll up your sleeves and create a plan for achieving your goals,” Minnariikka Rajala says.

“Customer insight is a good example of this: almost without exception, organizations believe they are more customer-focused or less bureaucratic than they actually are. When the challenge has been identified, you define precisely what kind of leadership competencies and capabilities are required to achieve change.”