Kimmo has vast experience from project/program leadership and managing project portfolios of hundreds of man-years as well as executing complex organisational transformations successfully.
Most of his career Kimmo has worked in software industry. However, during the past five years he has focused industry independently in measuring organisations status and capabilities and building processes for continuous development in a lean and modern style leveraging high levels of engagement and transparency.
The approach is applied in various businesses such as construction, software systems, machinery, retail etc. In many contexts the approach is seen also as part of risk management.
In the Conference Kimmo shared with us ‘How to boost the organisation renewal capability?’
Questions addressed in the presentation:
- Why old processes are not always working today ?
- How to leverage organisations tacit data for capability development systematically?
- How to deploy transparency for organisational capability development and renewal?
- Why and how to engage and empower the whole organisation for development or renewal?
‘How to boost the organisation renewal capability?’
Constant change is the new norm and Growth opportunity. Organisations need to be able react to all planned and unplanned changes promptly. They need to be able to maintain and boost their capabilities at increasing speed regardless what the change is in their internal or external environment. The deciding factor in the competition is how fast one can react to the change and adapt the capabilities accordingly.
It is not enough that one part of the organisation (hr, line management…) cares about the renewal capability. It should be on everybody’s agenda and it should be part of core processes. Many old supporting institutions, like yearly development discussions, periodic competence evaluations, process audits etc. are not producing the bang for the buck anymore.
Several trends impact every company. The trend for increasing transparency and reflection is strong because it helps the business and it raises organisational trust level. Enterprise agile is are gaining strong foothold in major companies because the fast change adaptation is build-in to the concept. Communities and lean startup concepts are leveraged largely in enterprises.
How to engage with the major trends and boost the organisation renewal? In this presentation, Kimmo explored the area more deeply and presented a concrete approach for combining all this. The case is concretized by two case examples from IT-industry and infrastructure construction.
- Director General of the Finnish Tax Administration since 2018
- Has worked in the Finnish Tax Administration as the Chief Information Officer (IT Director) since 2009
- Master of Science (Technology), University of Oulu. Field of study: engineering/automation and information technology in process technics
- Has also worked in similar positions in VTT Technical Research Centre of Finland, State Treasury and in the private sector
In the Conference Markku spoke about: ‘Finnish Tax: From 1000 Ideas to Results – faster and safer’
Finnish Tax Administration (FTA) is renowned for efficient tax collection and well working electronic services for clients. Currently FTA is running two major initiatives; replacement of all taxation applications with a new taxation software package and creating a totally new entity, National Incomes Register. Still, they are continuously striving to improve processes; to push more ideas to concrete projects and results.
FTA is aiming to
– push 1000 ideas yearly through the evaluation and project initiation process
– bring down the “bureaucracy” to start a project from hundreds of man-days to tens or even single digit
– assure each project has a clear goal and efficient steering to reach the goal
Director General Markku Heikura will tell you how FTA does this all.
Matti is Growth Market Leader, Nordic Business Development @ EY.
He is experienced Executive Director in Business Development with a demonstrated history of working with growth companies like Basware and Alekstra. He is skilled in M&A, Capital Markets, PE/VC, SaaS, Fund Raising, Go-to-market Strategy, and Board Work. Matti has graduated from Helsinki School of Economics and Stanford Graduate School of Business.
In our Conference Matti spoke about Personal Growth, “Curiosity is the new oil – How curious mindset is designed and why one should never stop learning”.
Matti Honkanen works for Nordea. He is recreating Nordea’s Foreign Exchange business, taking it to the new digital age. His mission is to make Nordea more successful with commercialising innovations. Before moving to business innovations, Matti had a long career in sales and sales management in Nordea.
In the Conference Matti will speak about ‘Making Omelette Without Breaking Eggs’ – How Large Corporations Can Succeed With New Businesses Without Destroying The Established Ones.
Generally large corporations are infamous for being terribly poor with new businesses and innovations. There are notable exceptions to this rule, however, like Apple, Google and Amazon. What is the difference that makes the difference? It is the difference in the structures of the companies. Matti tells how your company can fix the structures and become as good as the best with the innovative new businesses, without compromising on the established businesses.
What Is More Powerful Than Knowledge – 3 Lessons From a Startup
Being part of a startup from the early stages offers a unique learning experience on growth. At the very beginning, a startup is mere a project. You play with an idea. You make a plan. You create what you feel is missing in this world. You listen to your customer’s and partner’s feedback and improve the way you work. However, the part where projects and startups differ greatly are their intentions. A project is a finite game. The goal of a startup is to keep growing.
Knowledge is important, but knowledge alone won’t drive results. It’s your mindset and your actions that will take you further in your personal development and initiate growth on all levels.
In her presentation, Tanja will share 3 growth lessons from the startup world that have shaped her way of approaching projects, work and life in general. She will challenge you to think like an entrepreneur, explore like a pioneer and grow on your own terms.
Mirjami Sipponen-Damonte is a Certified Professional Facilitator and Regional Director for Europe and Middle East at the International Association of Facilitators. Through her company, Xpedio, she supports international corporations across Europe in developing organizational culture, strategy and teams, as well as growing facilitation skills. She has been awarded with Gold Facilitation Impact Award on excellence in facilitation. Mirjami works frequently with project managers and ICT experts on their facilitation and communication skills.
A skilled facilitator is able to engage the team and stakeholders – and keep focus on the objectives at the same time. Facilitation is about managing effectively a multi-meeting process (such as a project) with a clear focus, applying suitable participatory methods that allow everyone to be heard, and handling group dynamics and even challenging participants constructively.
In the Conference Mirjami drove an interactive session where participants can experience how they can GROW as project managers through developing their facilitation skills.
Catharina (Ufi) Stackelberg
Catharina (Ufi) Stackelberg is Marketing Clinic Group CEO and founder. She is at the forefront of many business transformations and has served as a consultant for hundreds of brands, helping them achieve marketing-driven business results. Prior to founding Marketing Clinic, Catharina worked at the Coca-Cola Company for 10 years across various positions including Managing Director for the Nordic and Baltic regions. Catharina is also a board member of Alma Media Ltd, Aktia Ltd and Marimekko Ltd.
Senior Consultant & Coach with International Institute for Learning (IIL), will discuss how being open to and willing to not only embrace, but to actively seek out opportunities for change ourselves, makes us more agile and effective at managing transformational change projects. “Change Ourselves! –Becoming more effective Change Agents through our Own Personal Journeys of Change”.