Our complex professional lives require a new kind of leadership. A visionary vantage point needed to understand a challenging future, the ability to have one's troops look in the same direction, the ability to seek new solutions – and the courage to admit that you just don't know everything. Nowadays, managers also need better listening skills to hear out both their clients and members of their staff. Beating around the bush and sweeping things under the rug didn’t work before – nor do they work now.
Erillisverkot is a wholly state-owned special-purpose company. We secure the critical leadership and information society services in all circumstances. We provide secure and reliable ICT services for public authorities and other critical operators of national security - for those that ordinary service is not enough. Our services are extremely reliable and therefore we develop overall security and safety in society, and our operations affect nearly everyone in Finland. Our aim is to ensure that Finland is forerunner in the co-operation of security service providers.
Erillisverkot has for long invested in development of the organisation. We have started a transition process due to quick reaction to changes in our business environment. We saw that our company culture and joined rules of working needed to be clarified in order to improve our internal and external co-operation. Our Management Team created a Road Map for the development and we have systematically followed those decisions. The content of the Road Map was crafted in a intense dialogue at the organisation. In that way we ensured that all the crucial aspect for our operations were discussed and developed.
We started to develop the co-operation and solid culture by analyzing together our working rules that are based on our company values. Based on the working rules we created management program focusing on these management principles, that are crafted jointly in company. Uusi Erve- “New Erve” - program ensures that every manager is able to communicate our strategy to his/her team. And also gets feedback of his/her management skills through different kinds of tools. Joint development is very much encouraged in our company by teamwork, also across different teams and fields.
“Methods are steered to support the desired culture. That will in its own speed up the cohesion, co-operation and the better knowledge of special fields know-how in the company”, explains Minnariikka Rajala, CEO of Delficon, the company that has been liable for the design of the development interventions for Erillisverkot.
“Erillisverkot develops continually its´ operations in the changing environment. We appreciate partner that is able to work with us long-term and responsibly. With Delficon we have developed and brightened our company culture and its´ essential building block: management skills and know-how. Our operations are focused on securing the safety of society, so we naturally need to have very committed and motivated staff in order to be able to generate top quality services”, says Timo Lehtimäki, CEO of Erillisverkot.
What was done
“Erillisverkot reacts actively to the changes and needs of environment by developing its´operations continually. We started a systematic journey to coherent operations taking into account with respect our operations special features. The first part of the change process was the specify our thesis for management. This work was done by every manager and most of the specialists in our company. The change of company culture was led with the coaching of the Management Team. Currently all our managers are in the coaching. Main point is that our strategy and the joint goal of company is perceived and understood in the daily work of every employee of Erillisverkot.
Important part of the coaching has also been the joint development of the company values. In that the core is that every employee understands his/hers own values on life. “We believe here in Erilisverkot that our value-based operations are enhanced best by first perceiving the personal values that guide everyone of us daily”, says Timo Lehtimäki about the development path of the company.
“It is very important to discuss development and cultural matters together in order to create joint understanding of the targets we are aiming at. Coaching has made it possible to clarify and find the core focus for the daily work”, explains Minnariikka Rajala from Delficon.
Results and benefits
It´s clearly visible that the organization is more committed after the coaching. Understanding of the specil know-how of different functions has grown and it has increased the overall co-operation of the company. Jointly agreed management principles and bringing company´s strategy to everyday work of every employee has been important part in creating more coherent company culture. In the coaching was also offered individual feedback sessions where participants learned to indentify their own strenghts. That enhanced also the self-determination of employees.
“Erillisverkot has a very motivating task as such - to ensure the security of Finland. It´s still very admirable that the organization is very committed to long-term development. In our coaching staff was very into taking organization forward. That was exprienced through carefull, thoroughfull and genuine participation to our work. It´s not possible to ensure nation´s safety if the empolyees don´t have a very strong attitude of responsibility. That has also been made visible in the joint path of change”, tells Minnariikka Rajala of the co-operation.
Kamux is fast-growing used car sales retail company operating in Finland, Sweden and Germany. Kamux has 48 showrooms in Finland, 16 in Sweden and 4 in Germany. Kamux has sold over 220 000 used cars since it's founding and 46 596 cars last year (2018). Kamux turnover was 527,8 million euros in 2018 and personnel averaged 472 in year 2018. Kamux share is listed in Nasdaq Helsinki.
Kamux is growing and developing rapidly and at the same time it's business environment is in change as well. Kamux has also increased it's operations abroad extensively and that sets additional challenges and opportunities for the company. Amidst of growth our Executive Management team has been renewed in order to meet our ambitious goals. We needed help outside of the company to strenghten the co-operation of our Executive Management team, tells CEO of Kamux, Juha Kalliokoski.
What was done?
Delficon planned and arranged in very short timetable a coaching day for our Executive Management team. In Delficon´s consultation we discussed and sparred together our main areas for improvement and development. Most of all we concentrated on self leading skills for each individual on our team. Internationalisation and our fast growth requires that everyone grows into their full potential. Through individual growth we can build shared culture for our company and are able to find the core in which we can build our values upon. In the coaching day we especially analyzed our communication and working styles, sparred one another and really got to know each other more deeply than what is normally possible in the usual strategy days.
“Delficon planned the coaching day by making an analysis of the current situation, giving pre-exercises to the team and mapping the expectations and desires of the team. Coaching day was organized according the themes found out from the analysis. During the day the Kamux Executive Management team set shared rules for their team work and those rules applied also into the individual level. We at Delficon we´re really impressed about the amazing “can-do” attitude of the team and the strong commitment to the joined goals. The team has a very brave attitude of meeting challenges and finding open-minded solutions for them”, explains CEO of Delficon, Minnariikka Rajala coaching days´methods and results.
Results and benefits
During the coaching day our communication culture and ways of communication took a big leap for the better. During only one day we managed to create very powerful intervention to the everyday work. We paused in order to create better company culture, find joined values and skills for self-management. Even though the time used for coaching was fairly short, the benefits are significant. Learnings and insights will work as a growth elements in our company´s development for the future.
Telia has embarked on a major change towards a more customer-oriented approach and has intensified its operations. Telia's Managing Director Valdur Laid launched an organizational reform and at the same time set up a new management team. For the launch of the new organization and as the facilitation partner, Delficon was selected from three candidates on the basis of the references.
What was done
Delficon's main task is to coach leadership teams and provide support for change management. "I am a believer of a team. Construction of teams is based on trust. The most important thing was to deepen the mutual trust between leadership teams. As team members rely on each other, they do not focus on avoiding conflicts, but create a united responsibility and get free to reach the top performance. A effective team knows the strengths of each other and is not afraid to show its vulnerability. Human is in the center, "says Valdur Laid.
Results and benefits
We are not at the goal yet, and Telia's cooperation with Delficon will continue. Minnariikka Rajala is now continuing her work with the lower level teams and continues at the same time as the manager team member's sparring partner. "Minnariikka Rajala raises new perspectives. He works boldly but respectfully. As a facilitator Minnariikka also has a strong view and good human knowledge. She brings out people's know-how and is straight and precise with her feedback. "
"The change in the organization thrives from the attitude of the leader. Dare to step into your discomfort area. This is knowledge work: when a supervisor himself becomes vulnerable and is self-reliant, he will become trusted. Everyone should go out of their shell, make an effort, "Valdur Laid, managing director, decides.
Fazer Brands Finland's new management team started operations at the beginning of 2013. It was clear to Tom Lindblad that effective co-operation is based on trust and the fact that different people bring their know-how to common use. According to him, the members of the management team not only passionate with the example of the whole organization, they also bring energy to each other.
Fazer is a family business whose history and culture mean quality and fine traditions. The market in which the company operates is, however, rapidly changing. Lindblad believes that market change is a common within industry to industry. Businesses need to be able to be agile to meet the challenges. The management team needs to evaluate situations quickly and be sensitive. A management team that works well together is in the best position.
What was done
Tom Lindblad tells about co-operation with Delficon, it was in just-right stage when the new management team had been able to work together only for a few months. "Coaching came in good timing. We got to tell about our roles, goals, and what we want to highlight in the future. Coaching was not only for the group, but also for the development of individuals. In an early stage we begun to talk about ourselves as humans - about what each of us brings to co-operation. Coaching brought the process and the methods for this conversation.
Despite the fast-paced joint spirit, Lindblad sees management team training as a process with stops at regular intervals to consider development targets.
Results and benefits
According to Lindblad, the value of coaching crystallized to materialize the issues and activate the discussion. The easy-to-access consultant was able to take the conversation into the right things and asked for clarification, decisions and development from both the team and the people. "I can now say that coaching has further compounded our group and hacked together. Our group has a good and confident atmosphere, "Lindblad says.
Delficon's CEO Minnariikka Rajala explains that Lindblad has clarified the basic task of the company for his organization and has built up a supportive way of doing it. "Tom is always challenging for a renewal, but he is able to maintain joy in work. Fazer has a good mood sensation. No one is too busy to find another ", Rajala describes.
Today’s business is increasingly based on business ecosystems and networking. New ideas are born in encounters both inside the company and with partners, and forerunner companies know how to build, support and lead networks that produce added value for customers. The success of Microsoft is not only built on widely adopted products, but more and more on partnerships that provide a strong growth potential for the business.
Microsoft is strongly involved in the renewal of working life. New operating models are sought, models that are more productive and also more motivating than old ones. The role of Microsoft’s own products is obviously important in this change, but an equally important change can be seen in new working premises that support collaboration and encounters in offices, producing new thoughts and ideas during the day.
Ari Rahkonen, Managing Director for Microsoft Finland believes that competence in networking - both within the organization and externally - is part of the toolbox of future leaders. Leaders have to know how to support their own teams and their partners to develop and to succeed, and at the same time ensure that customer promises are being delivered. Rahkonen talks a lot about a new kind of leadership, and has started the change in his own organization. In his blog posts he describes how ”the stone-aged controversy between a manager and a subordinate has to be demolished, and we should start a collaboration that involves a dialogue.” He continues: ”The implementation requires an open-minded attitude, a lot of trust and the capability to challenge and to be challenged. ”
What was done
Delficon has played the part of an external catalyst in the change within Microsoft Finland. The development work has involved management team trainings that clarified the roles of the team members and improved collaboration.
Research has been used as a basis to analyze each individual’s way of working. Tasks have been derived from these analyses – the desired change has been taken into practice and words have become deeds
The results and benefits
Both Rahkonen and Tytti Bergman, HR Director at Microsoft, consider that the key benefit of trainings has been the leadership analysis provided by an external consultant. This has helped to visualize the company situation in a new way and has provided with an honest status review as a basis for the trainings. Bergman also says that an external developer brings structure and goal-orientation into a project – something that is difficult to build from the inside.
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.
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.
The Swiss Novartis is one of the leading medical companies in the world. In Finland, the company is represented by Novartis Finland Oy with 155 employees. Novartis Finland Oy markets medical products and invests heavily in clinical research in Finland.
Corporate responsibility and innovation are the bases of operations at Novartis. Leadership challenges stem from operating in a strongly regulated and turbulent market and from leading top experts. Antti Viitanen, Managing Director at Novartis Finland, leads through values, and believes strongly in creativity and in questioning traditional operational models. Delficon has supported Novartis in finding new points of view in the management trainings, combining management team training and individual coaching.
Antti Viitanen sees the development of the management team as a process that takes both internal and external challenges into account. The versatile expertise of the team members needs to be covered in the training, welding the team together into a group that trusts each other and utilizes everyone’s competences. Therefore, the process has to start from strategy and focus on stakeholder relations as well as internal leadership issues, such as group dynamics and leading different kinds of persons. Excellent leadership training covers the many roles of leadership.
What was done
Delficon planned a process for the competent and experienced leaders at Novartis, starting from management team training, a personal 360° analysis and coaching. Additionally, the managing director and two other management team members continued with an individual coaching process to cristallize the use of their time and the focus of their activities in the continuously changing operational environment. In the trainings, leaders were able to validate their roles in the organisation and to review their activities for further improvement
The results and benefits
The management team led by Antti Viitanen at Novartis Finland aims at openness and innovation. The goal is to utilize the particular strengths of each leader and to innovate new operational models. The training process has supported the development of both the team and the leaders as individuals, and supported a strong leadership in a changing business environment and challenging market situation.
At the beginning of the millennium, about 300 Orion people participated in Delficon's leadership training. Work atmosphere measurements at Orion Pharma showed that leadership work improved vastly during the Delficon co-operation.
What was done
Delficon's Leadership Development Program was a project where the results were clearly visible. In the Research and Development Unit, the working atmosphere improved even further, "said Orion's then-general director Jukka Viinanen, who received the Finnish honorary title of the Vuorineuvos, in an interview in 2008. Jukka Viinanen led Orion in 2000-2008.
The results and benefits
Proper management led to a quick improvement in financial performance. Compared to the fact that in 2003, Orion dismissed 450 people, Orion's atmosphere measurements were amazingly positive. With Delficon's coaching support, staff were able to rely on management decisions regarding the future of the workplace. In 2003, this was believed by over 10 per cent, at the time of the interview in 2005, the figure had already risen by 35 per cent. Leadership development training was completed in Orion by all in leadership, marketing, management and various teams. Training took place in mixed groups at different organizational levels. This brought out genuine networking within the company. Vuorineuvos Viinanen was convinced that management learning correlated directly with the company's performance improvements.