FUJITSU

Supervisor coaching

What was done

The Culture Change Program – Iisiworks – “transforms culture from production focus to the right customer orientation and sales spirit”. Already in the early stage of the strategy project, business logic was opened up to the staff so that everyone would understand the meaning of their own work as a whole. Transparency helps everyone take responsibility for their own doing.

“We certainly have never had complains about bad customer service. But to make our day-to-day work together for the benefit of Isoworks, we must change our ways of working and serving our customers. Here we all, leaders, managers and staff have a place for learning, “says Isoworks CEO Marko Savolainen.

In the coaching process, Delficon has trained supervisors who have made the change open and have given supervisors tools to move forward. According to Savolainen, Delficon also brought energy to the process and reminded of things that are not to be accepted in the new culture.

Results and benefits

Savolainen says that the results are already visible in the indicators of the activity, although it is obviously impossible to say exactly what part of the good results is just the impact of cultural change. The most important thing is that cultural change is reflected in everyday life. The new way of doing things has been made available in the organization. Through the meaning of self-creation, pleasure and peace of mind is created not only for the staff, but also for the customers.

Delficon

MARKO SAVOLAINEN - CEO, Fujitsu

Isoworks is an ICT service company which is a part of the Fujitsu Group, with more than 600 experts in 30 locations in Finland. The company has a long history in which the business bases of the whole industry have changed. It had to find a new way to serve customers as well as before, but in a business-friendly way. Activities were developed based on the Lean principles. Soon, however, it was understood that a change in corporate culture, a new kind of attitude would be needed to achieve results.

MUITA MIELENKIINTOISIA

UPM

UPM

"We got very deep into personal leadership skills, strengths and areas for development."

Microsoft

Microsoft

"Things agreed in the coaching were concretized and connected to the daily work, so that the agreed things continued to develop even after the coaching."

Suomen Erillisverkot

Suomen Erillisverkot

“As the process proceeds, we integrate individuals’ own values with the values of the organization. Through this, personnel will have an awareness and a better understanding of the factors that guide their own activities. Commitment strengthened ”

Andritz

Andritz

"The increase in managerial skills strengthened the participants' self-confidence, motivation and attachment to our company even more closely."