<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Netco Advisors Oy]]></title><description><![CDATA[Netco Advisors Oy]]></description><link>https://www.netco.fi/nakemyksia</link><generator>RSS for Node</generator><lastBuildDate>Mon, 25 May 2026 03:20:25 GMT</lastBuildDate><atom:link href="https://www.netco.fi/en/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Together for the Client]]></title><description><![CDATA[Leadership team in the​
health and wellbeing​ services industry had been through a turbulent period, and the team's composition was new and a significant transformation was being driven through the company on a fast timeline and amid demanding business challenges. While interaction within the leadership team was functioning, particular emphasis was placed on supporting team formation and developing shared leadership so that leadership could rise to a more strategic and impactful level.​]]></description><link>https://www.netco.fi/en/post/together-for-the-client</link><guid isPermaLink="false">6a0e1a208e0cce8d79c947cc</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 21 May 2026 06:00:13 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_b6bdd1b5be4a4e3aa78182b69eb01b98~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Yhdessä asiakkaan ​asialla]]></title><description><![CDATA[Hyvinvointi- ja terveyspalvelutoimialan johtoryhmässä oli eletty turbulenssin aikaa, ja ryhmän kokoonpano oli tuore. Samanaikaisesti yhtiössä vietiin läpi merkittävää muutosta nopealla aikataululla ja liiketoiminnan haasteiden keskellä. Johtoryhmäläisten keskinäinen vuorovaikutus toimi, mutta erityistä painoarvoa haluttiin antaa tiimiytymisen tukemiselle ja keskinäisen johtajuuden kehittämiselle – jotta johtaminen nousisi strategisemmalle ja vaikuttavammalle tasolle.​]]></description><link>https://www.netco.fi/post/yhdess%C3%A4-asiakkaan-asialla</link><guid isPermaLink="false">6a0e12b096905735bfe75406</guid><category><![CDATA[Asiakastarinat]]></category><pubDate>Tue, 19 May 2026 21:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_a718ba5c92544e2fa911a48e300a1d1d~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[How the Leadership Team Mirrors into the Entire Organisation: Four Invisible Channels of Influence]]></title><description><![CDATA[When we talk about the leadership team's impact on the organisation, we tend to think only of decisions, strategy, or how these are communicated. But beyond these, something far more subtle and at the same time more powerful, is happening. How the leadership team operates, interacts, feels, and thinks mirrors through every level of the organisation.

The mirroring happens through at least four mechanisms. It happens regardless of whether the impact was intended or desired by the leadership team.]]></description><link>https://www.netco.fi/en/post/how-the-leadership-team-mirrors-into-the-entire-organisation-four-invisible-channels-of-influence</link><guid isPermaLink="false">6a06e01e9f0dce7b5991f32f</guid><category><![CDATA[Blogs]]></category><pubDate>Fri, 15 May 2026 09:13:30 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_c84e0a2f65cf4b20ba3f8177c2d275b9~mv2.png/v1/fit/w_1000,h_646,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Antti-Juhani Wihuri</dc:creator></item><item><title><![CDATA[Kuinka johtoryhmä heijastuu koko organisaatioon: neljä näkymätöntä vaikutuskanavaa]]></title><description><![CDATA[Kun puhumme johtoryhmän vaikutuksesta organisaatioon, ajattelemme helposti vain päätöksiä, strategiaa tai niiden viestintää. Niiden lisäksi tapahtuu kuitenkin jotain paljon hienovaraisempaa ja samalla voimakkaampaa. Se miten johtoryhmässä toimitaan, kohdataan, tunnetaan ja ajatellaan, heijastuu läpi organisaation kaikkien tasojen.



Tämä peilautuminen tapahtuu ainakin neljän mekanismin kautta. Se tapahtuu myös riippumatta siitä, onko vaikutus ollut johtoryhmän toivoma tai tarkoittama.]]></description><link>https://www.netco.fi/post/kuinka-johtoryhm%C3%A4-heijastuu-koko-organisaatioon-nelj%C3%A4-n%C3%A4kym%C3%A4t%C3%B6nt%C3%A4-vaikutuskanavaa</link><guid isPermaLink="false">6a06dd7fe34fa474d464d007</guid><category><![CDATA[Blogit]]></category><pubDate>Fri, 15 May 2026 09:12:34 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_c84e0a2f65cf4b20ba3f8177c2d275b9~mv2.png/v1/fit/w_1000,h_646,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Antti-Juhani Wihuri</dc:creator></item><item><title><![CDATA[How the Leadership Team Mirrors into the Entire Organisation: Four Invisible Channels of Influence]]></title><description><![CDATA[When we talk about the leadership team's impact on the organisation, we tend to think only of decisions, strategy, or how these are communicated. But beyond these, something far more subtle and at the same time more powerful, is happening. How the leadership team operates, interacts, feels, and thinks mirrors through every level of the organisation.

The mirroring happens through at least four mechanisms. It happens regardless of whether the impact was intended or desired by the leadership team.]]></description><link>https://www.netco.fi/en/post/how-the-leadership-team-mirrors-into-the-entire-organisation-four-invisible-channels-of-influence-1</link><guid isPermaLink="false">6a0ff1cd05371c058a5aa863</guid><category><![CDATA[Blogs]]></category><pubDate>Thu, 14 May 2026 21:00:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_c84e0a2f65cf4b20ba3f8177c2d275b9~mv2.png/v1/fit/w_1000,h_646,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Antti-Juhani Wihuri</dc:creator></item><item><title><![CDATA[Leadership that tastes like Hartwall – The Crafting Leaders Program Is Shaping the Future of Line Management]]></title><description><![CDATA[At Hartwall, line management has long been at a high standard — employee survey scores have been excellent, and team sizes remain moderate, enabling leaders to be truly present for their people.Yet, the company aspired to go further: to build a shared leadership culture that consistently reflects Hartwall’s strategy, leadership competencies, and ways of working across the organization.]]></description><link>https://www.netco.fi/en/post/leadership-that-tastes-like-hartwall</link><guid isPermaLink="false">69fc7a4baa644a15b0b3020e</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 11:43:25 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_f34e71e5a9d14535af82dea14ceba12b~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Strength from Values: Nordec’s Journey Toward a Unified and Coaching-Oriented Leadership Culture]]></title><description><![CDATA[Nordec is a leading provider of steel frame structures and façade solutions in the Nordic countries and the CEE markets. The company was established in 2020 through the merger of Normek and Ruukki Building Systems. While Nordec as a company is relatively young, its roots run deep — backed by decades of experience in the design, manufacturing, and installation of structural frames.]]></description><link>https://www.netco.fi/en/post/strength-from-values-nordec-s-journey-toward-a-unified-and-coaching-oriented-leadership-culture</link><guid isPermaLink="false">69fc7864aa644a15b0b300a8</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 11:34:00 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_8fc3b7e380d64a36a8d3595749965b1d~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: Leadership in Transformation]]></title><description><![CDATA[A business function within a large, global industrial company was undergoing a significant transition. With a newly appointed EVP and a refreshed corporate strategy, the leadership team  of this function faced the challenge of aligning around a new direction, cultivating a more future-proof mindset, and overcoming resistance to change. To address these challenges, the EVP sought external support to develop the leadership team into a more cohesive, future-oriented group capable of leading through]]></description><link>https://www.netco.fi/en/post/case-story-leadership-in-transformation</link><guid isPermaLink="false">69fc733138d63519c8536102</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 11:11:49 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_90426c00cbe84dd78e9ac139d2fd3515~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: Building change capability in a major operating model shift]]></title><description><![CDATA[The client organization is redesigning the operating model of a key function. The transformation aims to unify the function and improve efficiency by renewing end-to-end processes and redefining roles and responsibilities. Planning for the renewal began in 2023, and  restructuring of the organizational model took place in fall 2024. Given the magnitude of the change, the transformation is expected to take several years to complete.]]></description><link>https://www.netco.fi/en/post/case-story-building-change-capability-in-a-major-operating-model-shift</link><guid isPermaLink="false">69fc70b54a55dcd57c2b652b</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 11:03:06 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_91aa451d78f34f2c8207fc3e7c33d92c~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: From Conflict to Effective Collaboration]]></title><description><![CDATA[The client organization had observed significant tensions and communication challenges within the internal cooperation of a key team and its stakeholder interactions. The team’s situation was described as strained; wellbeing at work had declined, and a large share of the team’s energy had started to shift away from their core mission. Yet their role in supporting internal customers required strong mutual collaboration.]]></description><link>https://www.netco.fi/en/post/case-story-from-conflict-to-effective-collaboration</link><guid isPermaLink="false">69fc6f8038d63519c8535e6a</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 10:56:33 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_a4b92fa18a104c058af02bcf22e4c276~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: A journey toward a more open and more collaborative workplace]]></title><description><![CDATA[Kattavan tiannekuvan saamiseksi valmentaja haastatteli kaikki työyhteisön jäsenet ennen valmennushankkeen aloitusta. Tilannekartoituksessa hyödynnettiin myös EECA tunneilmasto kartoitusta.  Tältä pohjalta rakennettiin yhdessä työyhteisön ja johtajan kanssa hankkeen keskeiset tavoitteet.  Valmennuskohtaamisia oli yhteensä  kuusi, joista jokainen teemoitettiin alkukartoituksessa nousseiden tarpeiden pohjalta. ]]></description><link>https://www.netco.fi/en/post/case-story-a-journey-toward-a-more-open-and-more-collaborative-workplace-1</link><guid isPermaLink="false">69fc6db9a00aa8eb42c5c345</guid><pubDate>Thu, 07 May 2026 10:52:29 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_1246c3147ad74f9eba14079df33ff3f7~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: From Feedback to Dialogue - Building a Culture of Learning]]></title><description><![CDATA[Our client has recognized that smooth interaction and feedback are essential for success at work. The judicial process is inherently dialogical and requires strong communication skills. In the development initiative, strengthening the feedback culture across the entire organization was identified as a key goal. Developing feedback skills was seen as a way to enhance collaboration, psychological safety, and learning—both at the individual and organizational level. Particular emphasis was placed o]]></description><link>https://www.netco.fi/en/post/case-story-from-feedback-to-dialogue-building-a-culture-of-learning-1</link><guid isPermaLink="false">69fc6b757cb9d3633dfa45fe</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 10:38:42 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_4bb9072c2b5a479e95deeb8b09304e4b~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Story: Building skills and courage for meaningful interactions at Finavia]]></title><description><![CDATA[A strong sense of community and collaboration lies at the heart of Finavia’s culture. The organization aims to strengthen interaction skills among both leaders and employees, as well as their ability to act constructively in challenging work situations that may evoke strong emotions. The objective was to increase the courage to address sensitive issues, foster dialogue and understanding of diversity, enhance leadership and team skills, and provide long-term support for building a psychologically]]></description><link>https://www.netco.fi/en/post/case-story-building-skills-and-courage-for-meaningful-interactions-at-finavia</link><guid isPermaLink="false">69fc6ad39cf97327fa71cbaf</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 10:35:56 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_c0f4974c87fa4e4e9ea992294f3d4dba~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case Finnfund: From Specialist to Leader]]></title><description><![CDATA[​

Finnfund wanted to support new managers within the organisation who had transitioned from expert roles into managerial positions, into leading deep specialists who work in an international operating environment.]]></description><link>https://www.netco.fi/en/post/case-finnfund-from-specialist-to-leader</link><guid isPermaLink="false">69fc68b1a00aa8eb42c5be47</guid><pubDate>Thu, 07 May 2026 10:30:18 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_9c1266a920844698af2c776d0a92620d~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Case: Building Unified Leadership in a Publicly Listed Company – From Silos to a Shared Direction]]></title><description><![CDATA[We are a Nordic listed company where the parent company has a limited number of managers, and work takes place close to the executive team. This enables agility and fast decision-making, but at the same time we identified challenges in the consistency of managerial work. Operations were partly siloed and management practices varied between teams, which was reflected in differing day-to-day leadership experiences.]]></description><link>https://www.netco.fi/en/post/case-building-unified-leadership-in-a-publicly-listed-company-from-silos-to-a-shared-direction</link><guid isPermaLink="false">69fc666217a150237c29df98</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 10:24:58 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_fad5ef6947e14ba782fe17cb5b47d3aa~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Hartwall Crafting Leaders manager training programme at the Lahti factory – leadership in the rhythm of shift work​]]></title><description><![CDATA[Hartwall has invested in the long-term development of managerial work, and the results are reflected positively in manager performance evaluations. The goal of the Crafting Leaders training programme has been to unify leadership across the organisation – and that is why the programme was also extended to managers at the Lahti factory. In a fast-paced production environment, a manager's day-to-day work is demanding: a shared direction, impactful ways of working, and concrete tools for everyday le]]></description><link>https://www.netco.fi/en/post/hartwall-crafting-leaders-manager-training-programme-at-the-lahti-factory-leadership-in-the-rhythm</link><guid isPermaLink="false">69fc64eaa92f169fe57162f4</guid><category><![CDATA[Client Stories]]></category><pubDate>Thu, 07 May 2026 10:11:09 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_547129feb6f94fdeb9ef63c888875cd1~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Hartwall Crafting Leaders esihenkilövalmennusohjelma  Lahden tehtaalla – johtamista vuorotyön tahtiin​]]></title><description><![CDATA[Hartwallilla esihenkilötyötä on kehitetty pitkäjänteisesti, ja tulokset näkyvät myönteisesti esihenkilötyön arvioinneissa. Crafting Leaders -valmennuksen tavoitteena on ollut yhtenäistää johtamista läpi organisaation – ja siksi ohjelma vietiin myös Lahden tehtaan esihenkilöille. Tiivistahtisessa tuotantoympäristössä esihenkilön arki on vaativaa: tarvittiin yhteistä suuntaa, vaikuttavia toimintatapoja ja konkreettisia työkaluja päivittäiseen johtamiseen.​]]></description><link>https://www.netco.fi/post/hartwall-lahden-tehdas</link><guid isPermaLink="false">69e5e5cc8e63193b95d26556</guid><category><![CDATA[Asiakastarinat]]></category><pubDate>Fri, 24 Apr 2026 06:00:07 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_ddaa8acf9ba44f509e76d93349dfce90~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item><item><title><![CDATA[Our strengths are our shadows]]></title><description><![CDATA[Think for a moment about the qualities that have brought you to your current position. Decisiveness, expertise, the ability to solve problems quickly. Could it be that in leadership, these very super strengths become shadows – preventing your team from growing?]]></description><link>https://www.netco.fi/en/post/our-strengths-are-our-shadows</link><guid isPermaLink="false">69fc660baa644a15b0b2ef60</guid><category><![CDATA[Blogs]]></category><pubDate>Fri, 17 Apr 2026 10:15:23 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_8efef23ab2734b72ad9931fa18000908~mv2.jpg/v1/fit/w_1000,h_891,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Hanna Poskiparta</dc:creator></item><item><title><![CDATA[Vahvuutemme ovat varjomme ]]></title><description><![CDATA[Liz Wiseman tutki vuosien ajan johtajia eri puolilla maailmaa ja löysi kaksi johtajatyyppiä, jotka molemmat haluavat tiimeilleen parasta – mutta joiden vaikutus on tiimeille erilainen. Hän kutsuu heitä moninkertaistajiksi ja pienentäjiksi. Moninkertaistajien alaisuudessa ihmiset kokevat voivansa käyttää koko potentiaaliaan. Pienentäjien alaisuudessa ihmiset tuntevat olevansa jumissa ja alkavat pienentää omaa panostaan. ]]></description><link>https://www.netco.fi/post/vahvuutemme-ovat-varjomme</link><guid isPermaLink="false">69e0d32e5ebb5a90196fa616</guid><category><![CDATA[Blogit]]></category><pubDate>Fri, 17 Apr 2026 05:30:04 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/1f9053_8efef23ab2734b72ad9931fa18000908~mv2.jpg/v1/fit/w_1000,h_891,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Hanna Poskiparta</dc:creator></item><item><title><![CDATA[Johtamisen yhtenäistäminen pörssiyhtiössä – matka siiloista yhteiseen suuntaan]]></title><description><![CDATA[Olemme pohjoismainen pörssiyhtiö, jonka emoyhtiössä esihenkilöitä on rajallinen määrä ja työskentely tapahtuu lähellä johtoryhmää. Tämä mahdollistaa ketteryyden ja nopean päätöksenteon, mutta samalla tunnistimme haasteita esihenkilötyön yhtenäisyydessä. Toiminta oli osittain siiloutunutta ja johtamiskäytännöt vaihtelivat tiimeittäin, mikä näkyi erilaisina kokemuksina arjen johtamisesta.​]]></description><link>https://www.netco.fi/post/johtamisen-yhten%C3%A4ist%C3%A4minen-p%C3%B6rssiyhti%C3%B6ss%C3%A4-matka-siiloista-yhteiseen-suuntaan</link><guid isPermaLink="false">69d8f27ff6703ec22be9f6c1</guid><category><![CDATA[Asiakastarinat]]></category><pubDate>Fri, 10 Apr 2026 15:27:26 GMT</pubDate><enclosure url="https://static.wixstatic.com/media/c6e1ea_f413112f15fc40fcb25eb86f74e65de7~mv2.png/v1/fit/w_940,h_705,al_c,q_80/file.png" length="0" type="image/png"/><dc:creator>Netco</dc:creator></item></channel></rss>