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.

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.

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 capabl

Organizational change is part of everyday business – yet only about a third of transformations truly succeed.What’s your experience, or your best guess, as to why that happens?

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.

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.

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.

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 e

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 buildi

Research by Harvard Business Review reveals that 71% of leaders consider meetings unproductive and inefficient. And at the leadership team level, this is particularly critical: Professor Henning Bang of the University of Oslo has spent over 36 years studying management team effectiveness and found that 40% of leadership team meeting time is unproductive. That means nearly half of the most expensive meeting time in any organization is going to waste.

​ 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.

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.

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?

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 t

Discover the hidden dynamics behind resistance to change. This blog explores how unconscious loyalties and a sense of belonging shape organizational behavior—and how leaders can foster connection, trust, and growth to drive meaningful transformation.

Modern working life is in a constant state of change, where uncertainty and complexity challenge the functioning of organizations and the commitment and well-being of employees. This situation has undermined trust between leaders and teams and created an even greater need for authentic, meaningful connections. The desire to be seen, heard and understood has risen to the center of working life. In this situation, authentic leadership acts as a valuable counterforce and empower

Changes are always on the one hand unique, on the other hand they have the same legalities. Change, transformation, renewal is currently topical in almost every organization and thus also for our clients. We aim to provide our clients with a few frameworks and practical models to help them navigate the change. One of our favorite frameworks is The Three Levels of Change. A framework that we have felt has helped many of our clients structure their thinking and lead change more

The article talks about the effectiveness of narratives, about how our human species learns through stories. When the organization needs to renew itself, stories help clarify both the need for change and the vision for the future. According to our experience, this latter is sometimes the one that is lacking when it comes to managing change. It may be in our head or as a vision statement, but we forget to express it vividly. We are aware of the need to justify change and what