A major Finnish financial services provider serving businesses, entrepreneurs and individuals, and managing tens of billions of euros in investment assets.​ The team had undergone significant changes, raising long-standing concerns about its atmosphere and well-being. Its eNPS had remained low despite organizational and operational changes, and a new team leader had recently joined.

The client organization and its key customer had experienced collaboration difficulties from the start of a long-running project, which escalated over time from a conflict between key individuals into complaints and counter-letters between the organizations. The parties held strongly diverging and entrenched views of the situation and its causes. The project's value was significant, and the escalating situation threatened its continuation.

The leadership team has changed significantly in recent years – most of its members started in their roles around the same time as the current CEO, a couple of years ago. The team consists of experienced professionals in their respective fields. Previous leadership team development work has focused on getting to know one another and building shared ways of working. The development need has now shifted to a deeper level: how to genuinely work together.

The client organization is carrying out a major, multi-phase transformation of its operating model, a renewal designed to take several years to complete. The phase in question involved restructuring of functions, which led to statutory change negotiations and a reorganization of roles and responsibilities. For the leadership team of one of the organization’s key functions, this meant leading their teams through profound uncertainty.

In the day-to-day reality of the retail sector, managers encounter a wide variety of challenging customer situations that directly affect the team's sense of safety and wellbeing at work. The aim of the training was to support managers in work ability management by strengthening their practical readiness and understanding of how to handle threatening and hazardous situations.

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 impact

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

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.

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

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

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.

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.

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

A strategically important team within the client organization had experienced personnel changes in recent years and was facing new demands due to a shifting operating environment. The team had identified challenges in building trust and collaboration. Their workload had increased, and day-to-day priorities were focused mainly on typical operational requests, leaving less room for a proactive and strategic approach.

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.

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.