Author: Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

Strategic Leadership

2.08 Cultural Differences of Swe-Fin

Post author By Markus Westerlund
Post date June 24, 2021
1 Comment on 2.08 Cultural Differences of Swe-Fin

Cultural Differences Between Finland and Sweden — 2.08

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Even if your business has no connections to Sweden or Finland, it’s very useful to understand the cultural differences between both countries if you wish to understand more about the Nordics. Swedish people excel in certain things, which might be worth imitating to a certain extent over where you are. Let’s look at the cultural differences between Finland and Sweden.

I used to live in Sweden when I worked at Nokia. At the time, I also got to know Anita Ekwall, who is as of this moment still active in the professional space. She can be considered a veteran of her field of expertise. She was the one who introduced me to the cultural differences between Sweden and Finland.

It’s surprising how often things go wrong just because people in Sweden and Finland don’t understand each other. Globally, we share a lot of similarities in the culture with the Swedes, yet it is very surprising how many cultural differences we have on top of the similarities despite being neighbors.

1. Planning

When we’re talking about cultural differences between Finland and Sweden, one worth mentioning is planning. Swedish people love planning and, in particular, participating in the planning process. Swedes love to work in groups and to share responsibility together as a group. In Finland, we want action and spontaneity.

In Sweden, the boss has co-workers, medarbetare. The Swedish co-workers are very friendly and fearless towards bosses. In Finland, everyone knows who’s boss. Finns love individual responsibility, while the Swedes love group responsibility.

The way Swedish people discuss during meetings seems far removed from how we Finns do things. We Finns don’t want to invest the time that is needed for long discussions. Swedes want to discuss until everyone understands why something needs to be done. Finns, however, want action. And they want to do things quickly. A Swede will try to avoid conflicts until the very end when a Finn will take the bull by the horns as quickly as possible and get it over with.

These cultural differences between Finland and Sweden are pretty big, surprisingly big for many of us. When we act together, Swedish people should understand our customs and Finns should understand theirs. Neither of us can change completely because of our personal background, culture, personal history, etc. We can however respect and understand one another, where we come from, and not get offended if things do not quite go the way we by nature expect things to go. If we can learn from each other, our business can take flight in situations where there are co-workers from both cultures within the same organization.

2. Decisions

In Sweden, a decision is made by reaching a consensus. In Finland, the boss gets to decide. The Swedish approach also can be criticized. The Boss might know immediately what they want, but they won’t go and tell everyone. The boss first collects their group and becomes insured that everyone understands why a decision must be made and why the direction is what it is. Then the boss listens to the others and gathers information, which might improve the decision. It goes without saying that not everyone in Sweden is of the same opinion, but they accept the decision when they know the background. And (surprise surprise) everyone gets down to business immediately when consensus has been reached and the go-ahead is given by the boss.

Finns are impatient and can’t stand to discuss, we want a decision. Our problem is that if people have not been heard, they become irritated and implementation won’t happen, even if the decision was made quickly. In fact, I believe that the Swedish way is often faster. In Sweden, implementation happens immediately, when in Finland it’s inadequate. The Swedish leadership model would be a great supplement to the Finnish approach.

To be precise, Finland has changed a lot in the past ten years. We have learned to listen, to share our backgrounds transparently, and to make decisions together. Many organizations ask the whole group to set their goals, instead of proceeding top-down. The result is much better this way. Many people would never have the guts to set goals as high as one can with a bottom-up approach.

In Sweden, it is, however, important to follow the hierarchy. It’s surprising, considering that they are all such co-workers. A Swedish boss might get frustrated if someone surpasses them. In Finland it’s not so dangerous, so let them! The main thing is that everything works.

Of course, Swedes want results and they will get them.

According to Anita Ekwall, Finns are visionaries as individuals. Design runs deep in our culture. I don’t know if I completely agree, because I believe the same applies to the Swedes. Maybe there’s a difference in nuance. People understand things differently, even if they use the same words.

3. Operation

Many misunderstandings happen in our everyday lives as we work together. First of all, our relationship with time is different between us. From a Swedish perspective, time equals quality. This can, of course, be true. In Finland, however, efficiency is important, and that is why decisions are made quickly.

If a change of plan happens in Sweden, it’s a big thing. In Finland, people are flexible. If a decision is wrong, it is changed. In our minds, this is efficient. It’s an agile culture.

Swedes need time to anticipate what’s going to happen next. This is why Swedes reserve time in the calendar long in advance, in a way that may seem almost ridiculous from a Finnish perspective. Why can’t things take place faster? Cultural differences.

During my time in Sweden, I learned that if you, on a Wednesday, invite your neighbor for a barbeque and beer on Friday, you might subtly be insulting the Swede. This is because you are, in fact, expecting your neighbor to be free on Friday as if they would have a lousy social life. Of course, the neighbor will come. But they will first let you know that they need to rearrange their calendar. It would be advisable to give them a two week’s notice. Then it’s not embarrassing to have an empty calendar.

Framförhållning, meaning anticipation, is longer in Sweden. We’re flexible. We have a one-hour warmup, just enough time for the sauna to heat up! It’s funny that it always takes an hour for a Finnish crowd to warm up. We approach new situations by observing. In Sweden, situations are always approached through discussion. It’s funny to us Finns because Swedes are very friendly from the beginning. To a Finn, however, it might feel like they would have known the person for 10 years. It might dawn on the Finn that this indeed was not the case.

Everything is very informal in Sweden. Differences in hierarchy are frowned upon, whereas we Finns prefer formality. The thing that bugs me is that company hierarchies are somewhat concealed in Sweden, even though they very much exist.

Also, Swedish people don’t do well if a situation is unsafe. In Finland, operation continues even if there is a lack of safety. Finland did experience a World War, while the last time Sweden was actively involved in a war was at the beginning of the 19th century. These differences in experience have undoubtedly had an effect on both countries and the people in them.

4. Being social

But there are even more differences that matter. The last category of cultural differences between Finland and Sweden is about social encounters. For example, a Swede wants to be like the rest, a Finn doesn’t want to be a part of the mass. For example, if you ask a Swedish person about what typical Swedishness is, they will find it difficult to answer clearly. Again, if you ask a Finn the same type of question, it may not take that long for the Finn to shout out something along the lines of… Sauna, Sibelius and Sisu. This is a hallmark of a younger nation. Things are way more pronounced. Sweden, on the other hand, is a much older nation, it has even been a superpower back in the day. A great nation with a great history with many great achievements. Things just appear different from this type of perspective.

Finns are generally very aware of their identity, and naturally, it also means that the club of Finnishness has gotten a spirit of exclusivity around in the minds of many people. It’s emphasized and promoted passively in different situations. There are naturally always exceptions to everything. These are not natural laws after all.

When a person from a stronger Finnish background goes abroad, they may appear insecure, because the environment is new. While at home there is a ton of confidence, on the other hand. It seems to be the reverse among people with a stronger Swedish background. Things are much more low-key at home, while there is a lot of confidence while abroad. This confidence means it is very easy to start a conversation, which inevitably leads to very profitable export agreements. Finnish society could benefit from having a bit more Swedish flair in its international dealings.

Involve everyone

Perhaps it’s time to make some conclusions, and pull all of this together into a summary, of sorts. Let’s involve everyone so that they all understand why something needs to be done. This is what we do at Stradigo. While working with clients we involve everyone in the strategy process with digital technology and by crystallizing the strategy together. As far as I’m aware, this technique has not been mastered by the competition in Sweden, so there is a window of opportunity of sorts, for the time being.

Understanding

No one can change their background. So, let’s be safe and proud of who we are! That being said, we can, however, benchmark a bit and see if we can adapt good practices from elsewhere, Sweden in this case. Language barriers naturally play a significant role in this, while English cannot bridge this gap fully. To truly bridge the cultural and knowledge gap one would need to have insights into the native tongues, at least if one desires to make a deep dive and get the gold that lays on the bottom of the cultural swimming pool.

These are the cultural differences between Finland and Sweden. Hope you found this blog informative!

Let’s increase our common understanding, speak languages, adapt and learn from each other, and let’s not be too stiff in our operations! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Planning

1.15 Unit strategic key questions

Post author By Markus Westerlund
Post date June 24, 2021
1 Comment on 1.15 Unit strategic key questions

Case: What are our business unit’s strategic key questions? — 1.15

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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As I write this, I want to share an experience with you. With several companies, I have worked with the question: “What are our business unit’s strategic key questions?”

This question has given me so intense experiences that I simply had to record a video about it, and now this video has been turned into a blog text!

A company has a strategy, and it must be visible in the units. There are business leaders who belong to a school of thought that a company must not have sub-strategies but only one strategy. I belong to this same school of thought. Typically, it’s very common for a company several different strategies; a marketing strategy, a sales strategy, an IT strategy, a staff strategy, etc. The downside is that they can dilute the business-wide upper-level strategy.

It’s a more considerable risk that the other strategies will go all over the place. The workaround is to have one strategy, which is possible by converting the various sub-strategies into focus areas, which then get placed under the primary strategy.

Let’s look at how these alternatives are created.

Customers' key strategic questions

Let’s approach this from a customer-oriented perspective as if wearing the customer’s glasses! What are the crucial key strategic questions, which the customers ask you? They are usually something like the following:

The definition of work is to solve other people’s problems. Compensation is the reward! Let me show the logic in this.

Top down + bottom up

The point is to go both top-down and bottom-up. If you would wear your customer’s glasses, what is the Ultimate One Customer Core Question, in which the customer needs your help? This is solved together with the unit key persons. The number one question breaks down into three key strategic questions.

What is the challenge in which the customer needs us? Crystallize this into three key questions!

Once you figure these out with your unit, you will get a helicopter view of your process.

Every answer from each question is divided into two boxes. What is the market’s strategic rationale? WHY is this question important for the customer? The other box will be filled with answers about WHAT your response is to this question. Both boxes will have about 7-10 bullet points. Every question has its own page.

All three key questions also get their own separate workshop. With efficiency, one workshop is done in less than two hours. With these three short meetings, the whole project is completed in a very short time. During the final meeting, the responses are crystallized into focus areas and the tasks needed to make them happen.

A helicopter view over the business unit’s work

Can you see the thin blue (indigo) vertical line going through the “Next Quarter Goals” -box in the above image? Everything on its left side is the helicopter view over the process. I began yesterday’s meeting by saying, “Now I’ll be taking you on a refreshing helicopter ride!” This helicopter ride will give an upper-level perspective to the unit’s work.

I’ve mentioned my motto, which is: “Head in the clouds, but with really long legs.”

If one looks at the operation from above, it looks different than from a grassroots level. Grassroots perspective is critical as well; we need it! However, it’s the central part of every work. The question is: If one jumps on a helicopter ride and invests these few hours in it, does it produce different kinds of goals than with a bottom-up method? – OF COURSE, IT DOES!

Multi-level goals

In general, there are multi-level goals. There are yearly goals – like, closing the books each year (accounting). I have also talked a lot about units and businesses having quarterly goals because yearly goals are too high-level. People tend to implement the quarterly goals much more quickly.

This exercise is all about the long blue curve, the strategic responses. Of course, the financing unit in yesterday’s case has implemented this curve for a long time. It is now only made visible! They have implemented strategic responses but haven’t necessarily documented them. When they are documented, everything begins to look different!

Facilitation — The Golden Grain

Let me share with you one more pride, which is also the gold grain of facilitation. As people sit in a meeting, an online meeting, for example, they all look at the screen. Every key question has been provided its own slide with two boxes filled with bullet points. The first box is filled with reasons WHY the customers want this thing. What is the market suction? The second box is filled with WHAT the company’s response is to the need.

The gold grain of facilitation is when others speak, you transcribe it into text in front of them. This requires practice; I have practiced for years. It’s quite challenging, but when you get the hang of it, people begin thinking freely. They constantly see the summary of the conversation, and it leads to iteration and a better outcome.

This is actually the climax of the strategy consultation. Even if the meeting language is Finnish, everything is written down in the internationally recognized corporate language, English. Crystallizing and simultaneously editing thoughts is a talent. But, when the meeting ends, it’s a wrap! It leads to a better quality of thinking. In an expert job like this, the difference between poor and better performance can be like the difference between one and one thousand. If you dig with a shovel, the difference can be double by that much.

Example

Here’s a hypothetical for you to think about. Let’s say you want to organize a party and hire a band to entertain the guests. You decide that classical music is the way and a string quartet is what you need. But you also want the band to perform something new… So you need a new composition! The question… Do you order a new composition from Mozart or Mr. Smith? What’s the difference in quality? Of course, Mr. Smith is the one you go with because Mozart is no longer among us!

The gold grain of facilitation is the fact that the conversation is visible on the screen. Give me a call, and I’ll show you what it’s like in practice!

Helicopter view

Let’s return once more to the subject of the helicopter view. If the helicopter perspective is in use and a few hours are invested in it, are the goals it produces better and different as if one would only operate on a ground level with one’s hands in the mud? OF COURSE.

That’s what happened in yesterday’s process as well. People were delighted. It was refreshing to be on the upper level, not only in the operative everyday life. This is very exciting!

What was the feedback?

Here are a few comments from yesterday’s meeting:

“Todella tehokas tapa koostaa ja käsitellä melko suuria kokonaisuuksia.” – A very efficient way to compose and deal with the big picture

“Great linkage through iterative structured way of working together.”

“Kirkasti tavoitteita hyvin, tykkäsin prosessista. Saatiin hyviä ylätason tavoitteita, joihin hyvä linkittää alempien tasojen actioneita.” – Clarified the goals well, I liked the process. We got good upper-level goals and good actions to link underneath them.

Hyvää keskustelua josta päästiin myös ihan konkreettiseen alemman tason tekemiseen kiinni” – A good conversation from where we got down to lower-level activities.

“Erittäin hyvää keskustelua, jonka Markus tiivisti tehokkaasti. Konkreettisten toimenpiteiden osalta painottaisin vielä perusprosessien kehittämistä. Siinä riittää paljon työtä.” – Very good conversation, which Markus crystallized efficiently. Regarding the concrete actions, I would emphasize the development of basic processes more. There’s a lot of work to do in just that.”

“Hyvä fokus asioihin ja tarpeisiin.” – A good focus on matters and needs.

“Great discussion followed by conclusions. We need to keep this alive and updated.”

I always tell the management team members that I’m so tired of the comment “Good conversation”. Conversing is important, but the outcome is very important and it’s often absent from the conversation.

Final Check

Once you have the strategic responses to the customers’ questions and the market situation, it’s time for the final check.

The point is to check that you are inside the boundaries set by the company’s strategy, within the lines of the sector. The blue arrow is the strategic response!

Ignite your strategy by answering crucial strategic key questions! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.07 Agile Strategy

Agile Strategy — 2.07

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Many strategies feel stiff and high-flying, like they are soaring above the clouds, a bit like if they are something an ordinary person doesn’t need to worry about. This is not how things need to be! Take a look at this. It doesn’t have to be the case! A strategy can be agile!

What makes the strategy agile? Let’s think! Is it the fact that the strategy is altered and updated constantly? – Unfortunately, no. The strategy becomes agile when it’s on people’s minds and they live & breathe it and they update it.

Usually, the problem is that the word strategy is not understood. Here is a simplified explanation for what strategy means. Strategy means how the company fulfills its purpose.

Strategy has become a difficult word to understand over the years, therefore it must be demystified. We can make the strategy truly exciting and also simple to understand. When this takes place the strategy can be understood, which means it can be implemented, which means that it becomes agile.

Strategy between the ears

An entrepreneur starting a company has the strategy between their ears. They don’t even notice when they update the strategy. After a while, they may come face-to-face with some situation, which causes the strategy to become confused. Their mind becomes a mess, and since the strategy exists only in their head, it too becomes a mess. The company is suddenly in trouble. The more people are employed by the company, the bigger the problem is.

Too many directions

Focus

In a company with tens or hundreds of people, the lack of focus starts to show. Too many directions easily are discovered. In this case, the CEO or founder no longer controls the situation. There comes a time when the CEO realizes something needs to be written down.

Yearly clock

Let’s think about the yearly clock for a bit. This is the annual schedule when things take place inside companies. From a certain perspective, the yearly clock is a sad thing to have to deal with. Bigger companies have considered the yearly clock to be nearly essential for successfully running everything. The strategy is created in the spring, operation and budget planning happen in the fall. It repeats again the next year. Since corporate legal entities are typically required to do accounting, and hand in the books at the end of the accounting period, which usually is at the end of the year, then it becomes really tempting to set up a schedule that goes hand in hand with it. That’s the yearly clock in a nutshell. Next year’s goals must be planned and the dividends paid yearly to the owners if there is an opportunity for it. Therefore, it’s understandable to use the yearly clock also when strategy updating takes place.

It’s possible to challenge the springtime strategy hassle. It’s worth taking the time to think if the yearly clock is the smartest way to do things. Likewise, many people associate the word strategy with thick slide decks consisting of multiple presentation slides. Many people hate the amount of work that needs to be put into keeping these slides up-to-date and constructing new ones. It’s a huge amount of work.

Here’s how working with thick slide decks typically goes: Take the last year’s slides and alter them slightly. After that, the management team sits cross-eyed over many workshops. In the end, they get excited when a new update and a new core are discovered. After that, a big briefing is held, during which the new strategy is presented and everyone is confused why people don’t begin implementing it and the strategy doesn’t become concrete.

This begs the question, is there a better way to go about this? Well… of course there is!

Strategy checkups quarterly

Start doing quarterly strategy checkups. In practice, this means, that a day or a two-day meeting is held once every quarter. The first thing is to look back and see if the goals of the previous quarter were achieved. The next step is to define the relevant goals, which should be included in the next quarter. This way proceeding happens in sprints and the strategy is looked at several times a year. It concretizes into quarterly goals. This is pretty solid! It works great in larger organizations, which usually have this in place in some form. However, not all ways are born equal. Some are preferred over others, at least if the management team desires to be agile. There are some very agile methods out there, and there are likewise very inefficient ways. It’s all about the meeting design and how things are followed up.

The agile way. During the strategy days, different unit leaders explain what, in their minds, would be the smartest move in the next quarter. They also explain how well they achieved the previous quarterly goals. If something wasn’t achieved, these goals are included in the next quarter for the finishing touch. Proceeding becomes very clear.

Check for updates

At the end of the strategy day, the Strategy 1Pager is checked for updates. When the strategy is on one piece of paper, it’s easy to update. Certain issues specifically are included on the page:

What is our Purpose? Purpose can be thought of as mission + vision. The mission is here now, and vision is the mission in the future. It only improves and deepens. The Purpose is the shining sun to the customers.

Focus areas. Strategy 1Pager consists of usually three or four focus areas.

Goals. Concrete goals are listed under the focus areas. They can be strategic development projects, or merely headlines for a task that needn’t be projected.

When these points are looked at and updated once every quarter, you also look at the strategy. This is absolutely fantastic because this is how the operation becomes agile. Strategy is no longer carved in stone. Instead, we can proceed according to the market situation.

It can be that the strategy needs to be updated much faster henceforth, than how things were done in the past. If the management team desires to use an agile strategy henceforth, then after setting it up it becomes possible to update it very quickly whenever the need arises. Agility provides huge benefits like this compared to more traditional and slower approaches. In short, if a company desires agility, then the strategy update can’t take too long. The work method needs to allow for speed, and a speedy method brings quality when the method is designed well. A badly designed approach always brings bad results. A good method, on the other hand, gives good results. It’s all about the output.

At the end of the quarterly check-ups, the big picture is looked at as well. Does the strategy page need to be updated? A helicopter perspective unfolds. It’s a bit like the hamburger model, in which top-down and bottom-up are combined and the operation is the juicy patty in the middle.

Next goals

In order for quarterly agility to work in practice, we need the strategy to be displayed on a digital board, not only in PowerPoint. The common digital board allows everyone to look at it and to edit the contents as required. Goals are followed up and updated constantly in meetings between the quarterly check-ups.

This digital strategy board consists of columns, in which the goals are written down on cards. Goals can be marked according to color to indicate how the task is progressing. This means that the strategy is constantly in front of people’s eyes in everyday leadership!

With this approach, the strategy becomes agile, even if people are not paying attention to the fact. When one focus area is finished, it is replaced with a new one. This might happen faster than at a yearly pace.

In conclusion, I could say that this is very easy to run in practice, but it is not possible to do without using technology. The analog alternative is too slow and cumbersome. If you don’t want to use technology, you will be facing lots of practical challenges.

Agile updating

When we operate with an agile strategy approach, things start to happen at a faster pace. We have quarterly check-ups, which are booked for the whole year at once. Tasks finish on time. Otherwise, there’s not enough time to think about the big things because of the hurry.

People are happier because operating is so much lighter and, in fact, much more efficient. Competitiveness increases.

This is a super strong way to do things!

Create an agile strategy and ignite it! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.10 Creating A Better Meeting Structure For Companies

Post author By Markus Westerlund
Post date June 24, 2021
6 Comments on 2.10 Creating A Better Meeting Structure For Companies

Creating A Better Meeting Structure For Companies — 2.10

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Today I thought I would address the cornerstones of business leadership, the company meeting structure. At the moment this is a current matter to me, and I thought now is the time to share this information onward. I’ll let you in on a few crucial principles.

The first principle is that the company meeting structure can be improved significantly. I’ll show you why and how.

Why company meeting structure?

Let’s begin with why this traditional hierarchical structure is needed. It might be too obvious, but it necessarily isn’t. We’re talking about self-management. I attended an evaluation team meeting where this topic was discussed. The team consisted of scientists.

A lot happens in a self-managing organization. People get to direct themselves. Better organizing methods than a traditional hierarchy might be discovered. In my opinion that a traditional hierarchy has very many good qualities. Can we find a new delicate balance, in which hierarchy and alternating teams can work together with agility?

Backbone

A meeting structure is good because its job is to lead and to ensure productivity. It is also the backbone of the operation. Many organizations that have given up their backbone have realized that having a backbone has its perks. An organization can live without a backbone as an ameba, but it needs a lot of rethinking.

I helped make this type of transformation in a Finnish organization, where a 20-year-old hierarchical organization transformed into a new self-managing business without named superiors. The process went very well, but it’s an interesting process, alright. There are many ways to organize between a traditional hierarchy and a self-managing hierarchy. However, we should always understand the direction we need to proceed in. The direction needs to be looked at from every angle, it requires prioritizing, and that’s leading at its best.

Need for organization

Many require a backbone. If everything just floats around, it doesn’t make employees happy. On the other hand, if everything is too strict, that doesn’t work either. A delicate balance for every business culture and people’s historic experience must be found. It’s very important. We must figure out what we need to do and how we want to lead ourselves. This is why a meeting structure is usually needed. In practice, it happens through a systematic rhythm of meetings, which are booked well in advance. These meetings need to be written down on everyone’s calendars. It gives a lot of structure.

In practice, several organizations have a hierarchy, levels. A private entrepreneur is alone, but they must also collect their thoughts and stop to think. They have a meeting with themselves. A need for a clearer direction arises already in an organization with tens of people. Otherwise, people begin going in different directions. A need for strategy creation and visualization is born. One must get organized. In a bigger organization, it’s a must to think about who does what and who is responsible for what. This, however, can be done traditionally or in a new agile way.

Teamwork

An organization has a lot of teamwork, which happens outside the box and the home teams. I call my superior’s team my home team. We need parallel teams, alternating ones. These are customer teams, project teams, etc. These teams are constantly on top of the hierarchy. I truly love this hybrid organization, as you might have observed. Hybrid organizations require more team meetings.

Meetings have their own digital boards

Let’s create each team with its own forum and its own living digital board. I personally use Trello. All the group’s goals are made into columns, which consist of notes, on which the assignments are written down on. These can be marked according to color to indicate how the task is progressing. When the team’s work situation is visualized on the board, efficiency goes through the roof. If conversation only happens during meetings, the conversation is left undocumented and disappears. Recording the meeting doesn’t help, because no one is willing to watch and to go through the whole thing. One must document the important points.

Make work visible!

The fact that we document, write down the main points, and upkeep the work pile, is a pretty tough thing. When we prioritize work tasks for the next sprint while using a digital board, it diminishes people’s stress. They no longer need to carry the whole weight of the work pile, it’s enough to do the work only for the next sprint. After that, the situation is evaluated again, and tasks for the next sprint are decided. A sprint is a calendar time: A week, two weeks, or four weeks. It’s never late, the prioritizing for the next sprint is done when the previous one is finished. This truly increases efficiency. Nothing is as important as the choice, the prioritizing.

My claim is that every team needs to have a Teams and its own board. The board displays the group’s Purpose: Why it exists and what its next big goals are. Everyone must be able to write on the board, so Excel isn’t the tool for this. Rarely, if ever, have I seen an Excel chart that many people update simultaneously. Excel is a great tool, but it’s more of a tool for individuals.

The point is the wisdom – which I didn’t invent myself – but it is something I always speak in favor of: Make your work visible! Immediately after you have made the work visible, things begin to happen.

Between meetings

The next epiphany is that conversations can be continued in between meetings. If, and when questions and challenges arise between meetings, are people expected to wait until the next meeting? That’s slow. In practice, conversations and decision-making can be continued in between meetings. This is something that essentially improves efficiency. Don’t wait for a meeting. Today, this is simulated with email, but all the topics and messages are only disorganized in everyone’s email and work becomes fragmented. The structure increases efficiency.

Common chat forums

I believe in the following: Technology is a blessing. It is here to make conversation between meetings more efficient. The conversation continues between meetings and decisions can be made. The trick that will increase the effect is that conversations are not kept in emails! Instead, conversations are held in common chat forums like Teams, for instance. Same subject messages are no longer disorganized in everyone’s email, they are beautifully bundled into the Teams chat threads.

A person can be a part of several simultaneously ongoing conversations. All conversations also aren’t equally important. The benefit of Teams is that it’s possible to dam the messages. One can prioritize which messages one wants notifications from. Some messages one wants to be notified of immediately, some not so often, some only now and then. The new system is to read the Teams messages first thing in the morning, after that the ad hoc messages in the email. The volume of emails decreases substantially. Fast communication increases any which way you have defined it yourself.

The benefit of documentation

The benefit of it is also that if an employee leaves their job, documentation isn’t in their private email. Reading work-related emails is illegal and they cannot be read with the whole organization. A new employee can scroll up and down the conversation and is therefore left with a much more detailed understanding of what’s happening.

This is a great opportunity! Get out of the email! Everything that’s left in the email is ad hoc messages. Email communication can decrease up to 80% and conversations are moved to Teams. Everyone can prioritize which messages they want to read. All the extra ones will no longer disturb the important ones. Arranging digital teams is a great opportunity!

This is a change of infrastructure, a cultural change for the management system as well. Those that can take this into practice better than others create a competitive advantage. But I always add: If you can manage the old way, keep going on. No one is forcing anyone to make changes, as long as money won’t run out.

Defining meetings

When approaching a company meeting structure, we give every meeting a reason to why it exists. What are its motive and goal? How often is a meeting held? How long does it take? An hour? Two? Who participates in it and what is its general agenda? Can meetings be cut short due to online teams? Some KPI fanatics also define the meeting indicator.

Traditional organization

Let’s look into this traditional organization once more.

Of course, it’s ok to stick with any organizational model as long as you wish. As long as you manage, that’s that! If the operation efficiency is starting to bug you, you’re no longer managing and this is the time to look and see how others have tackled the issue. This operation model has been developed around the world for decades. In fact, since the 1950’s when the first agile organizations were created.

A traditional organization naturally has a management team. It’s a nice feeling to be a part of the management team, it’s like earning a gold medal. I have however begun to wonder if it indeed isn’t worth a gold medal. A true leader has followers. If your leader didn’t have their position, would you follow them? Quite many would say that they would never follow them. The reason they follow is because their leader is wearing their rank. We need true leaders! If you have one, hold on tight!

Home teams - Permanent teams

A hierarchical organization has several permanent teams: A management team, department leadership teams and the CEO’s teams. However, there are plenty of alternating teams depending on the situation. They usually aren’t specifically defined; they come and go. And that’s a good thing! It already is the embryo of agility.

If we look at how decision-making works, many organizations go as the red arrow in the image above. It has an iteration from top-down and bottom-up. In many places, it’s useful to first ask about what goals people would suggest for the next period. These suggestions are bundled together to see if they are sufficient or does one need to expect more for things to work. This creates the hamburger model, as bottom-up and top-down are combined. The result of iteration is the juicy hamburger patty in the middle.

If you have a traditional organization and you want to roll with it, please do! Go for it! As long as you manage, everyone is happy, also the customers. But when the customers are no longer happy, a question arises if things should be looked at from a new angle. And the answer to that question is always YES!

The fact that many teams are needed doesn’t make this matter any easier. They exist also in the traditional organization whether you have visualized them or not, there they are. It’s almost impossible to operate within one box, one needs inter-box teams. This is where customer teams, project teams, special assignment teams, product development teams, etc. are created. This can be a bit tricky to manage.

New example

One organization went and changed its whole company meeting structure to get rid of the management group. They realized that the management group should be divided into several and that discussions about customers and sales and inner processes and managing should happen separately.

Running the business was a conversation only for the business leaders. People and governance were for business leaders, HR, and other supporting functions. Once every quarter, they had a Changing the business – conversation, where they made slight alterations to the strategy. The new thing was only to include the business leaders and none of the functional staff. A bigger strategy upgrade is done separately, where the functions are included.

Once a month, a performance review is held for the departments. It’s a number meeting in which the performance of the business unit is evaluated. The meeting includes the CEO, department leader, CFO, and the unit controller.

In addition, a larger quarterly meeting is held online. The whole organization is included in the check-up. Online meetings utilize teamwork by dividing people into breakout rooms to discuss.

Does one need a management group?

So, do we need a management group at all? Not necessarily, because all teams require leadership. Is it actually even logically correct to talk about a management group? One unit quit its management group. Only topics that need to be addressed when needed are taken into the conversation. Simple.

Less meetings

Many companies have new goal to reduce the time that goes into meetings. Let’s hold fewer meetings and make them quicker!

Quicker meetings

Can the meeting time be reduced by half? It might be doable if a digital twin of the operation exists. This is the digital twin of operation. That means that the operation exists in Teams and on its digital board! Between meetings, topics can be dealt with asyncronically and the need to discuss during meetings is reduced.

Reduce your meeting time to half! That’s quite something for the business culture!

How to create a new company meeting structure?

How is a new structure created? In practice, the company leader begins to wonder if they should create a new meeting structure. They might have a “right hand” or an outside professional to give advice. Then the leader creates a draft and asks their own group for opinions. I think it’s efficient that one starts with a suggestion and not from ground zero with everyone. It might be that the matter dilutes with more ease this way.

Make your company meeting structure better, and your meetings quicker!

Ignite your strategy! Read more.🔥

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Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Planning

1.06 The stumbling block of Consensus

Post author By Markus Westerlund
Post date June 23, 2021
1 Comment on 1.06 The stumbling block of Consensus

The Stumbling Block Of Consensus | 1.06

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Today I thought I would address an issue I have come across in my work. I’m talking about consensus in strategy. Consensus is a really great thing; we know it’s good. However, it also has its downsides.

Consensus is like a double-edged sword. The good thing about it is that many are involved. When everyone has been heard, it gives a better kickstart to the implementation. However, in many cases this is a really slow process. People discuss and discuss and only at the very end they come to a conclusion. Sweden has learned the art of discussing, but they know how to keep the decision sharp. Otherwise, everything is watered down, and this is one of the downsides of consensus.

I ran into a comment like this: “Can an individual comment be a crucial factor, shouldn’t one think about the big picture?”

I believe that a single comment can make all the difference. Let’s look at the story about the emperor’s new clothes: Only one child was brave enough to say that the emperor was naked. When we listen to a group of people, one person’s opinion can be crucial, even if others disagreed. Listen to the individual!

Case: Brain-organization

I have a case from a so-called “brain organization.” It’s full of brilliant people. The organization has developed a problem: Decisions aren’t made, and everything is taking too long. I’ve tried to figure out what the situation is. It can be that the organization’s expectations are so high that everyone’s comments have to be very intelligent. If you don’t have anything smart to say, better not say anything.

If a comment has to be worth a Nobel prize, no one will dare to say a word! This creates a slow process if one always needs to make sure one’s perspective is worthy. If the organization’s culture expects that no stone is left unturned, it leads to long meetings. Progress is very slow. Decisions aren’t made, and this is a problem in many places.

Value: Courage

The organization I just described will happily name courage as their value. Values are interesting because they often describe precisely what the organization is lacking. They wouldn’t be out in the open declaring their values for no reason. So, there is not enough courage. If courage is emphasized as your value, you are afraid of something.

What is an organization afraid of? Is the boss feared? Do they punish for mistakes? Are differing comments feared because one might be ridiculed if the thought is not intelligent enough?

How to get rid of excess consensus in the strategy? Enough is enough! Make that a value! Every stone doesn’t need to be turned. The main thing is that one proceeds, things can be fixed on the go if needed.

When people’s points of view have been heard enough, the CEO says that they have enough information to make a decision. The CEO’s job is to make the decision. They make it for various reasons. If they didn’t choose your point of view, there’s also a reason for that. The CEO might also say that there is another reason for the decision, but they can’t tell you yet. It’s time to proceed!

Details are hard to see from a helicopter perspective. From a ground perspective, all you see are details and not the whole picture. It would help if you had both perspectives. A decision needs to be changed if needed. Consensus is often not an agile idea. It’s hard to change.

The power of agility

People need to join the strategy journey to carry out the purpose. It’s good to create a consensus in the strategy, but it can’t water down the decisions. A good leader has the guts to make a decision even if others don’t agree. The management has heard everyone’s opinions, and then a decision gets made.

Ignite your strategy without excess consensus! Read more.🔥

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Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.11 Transferring the management system

Post author By Markus Westerlund
Post date June 23, 2021
4 Comments on 2.11 Transferring the management system

Setting Up Your Management System In Microsoft Teams — 2.11

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Today I will talk about how a management system is transferred into Microsoft Teams, and how to bring efficiency into leadership. This is one of my favorite subjects and now I will share it with you.

Organic spreading of Teams

After the management has decided to start using Teams, it spreads naturally within the organization. Plenty of teams exist and people begin to form their own. It’s truly great. I believe that the organic way of spreading is the best way.

People form their own home team. In addition to that, project teams and theme-based teams are formed as well. It might start to feel like there are a huge number of teams. I have created a four-step system to portray how the use of Teams usually spreads.

Strategic usage of Teams

Step 1.

The management decides to take Teams into use. When people get to form their own teams freely, they start popping up like mushrooms. Some organizations don’t allow people to form teams; they think teams should be formed through a strict hierarchy where the top decides what is created. I belong to a school of thought which thinks this is not the best way to go about it. The professionals know exactly how many teams are needed in the situation. Files are shared within Teams, and it’s effortless. Chats begin replacing email while decreasing the number of individual emails. Communication is transferred into Teams chat forums.

Step 2.

Teams video chats are taken into use almost simultaneously. To management, this is often the first step. It’s great to see the other person’s face and to share screens with one another. The road towards a better meeting structure has begun.Many people experience a eureka moment and make a huge personal digital leap. A company’s way of working proceeds in the next step.

Step 3.

After some time, there are many teams, and a need to prioritize comes into question. By prioritizing, I use the term filter. Teams has a fantastic filter system! You can choose the conversations to pin as most important. At the same time, the teams you are involved with can be prioritized. Hide the ones you wish to follow only once a week or more seldomly. Many understand this concept better when they think about conversation channels as an old binder. Certain matters need a place to be saved, and this creates its own channel. This is how conversations become structured! Messages are no longer messy in the email system– they are structured within every team.

Then there is the integration between apps. For example, Teams can bring all your Trello boards and many apps directly into the conversation. This way everything is in one place!

Teams is an ecosystem, and it’s Microsoft’s big thing.

Step 4.

This step is my favorite step! We can transfer leadership into Teams. I have given this the name Digital Twin. If you have a building or an object, you can create a digital twin for it, which can be utilized in a simulation.

In this situation, we are talking about a digital twin to leadership. It means that the company’s central nervous system gets a digital twin inside Teams. We gain transparency and automatic reporting. Traditionally reporting has meant that you stop everything you’re doing and explain all you have done to someone else: You report. When I use the word reporting, I imply and mean that information transfers automatically without a separate manual or oral briefing.

My favorite thing is to get strategy implementation going inside the digital twin. Getting strategy implementation and check-ups into Teams is a big thing! It, of course, involves goal setting. We suggest setting goals within Trello through the Teams interface. If this seems confusing now because you are not familiar with either software, rest assured it will make more sense when you do it in practice. For now, please take this more like a sneak peek at what you can achieve. If you are an experienced Teams user, you probably know what I refer to.

In practice, Teams often spreads through the organization, but the management continues to lead the old way. Now is a great chance to get the management to see the light in how Teams can be used for everything.

Tough core – Management system

The tough core of every company is a hierarchy in the background. It includes superior-subordinate relationships, which form the hierarchy. The company’s core is the regular meetings, which are created when the superiors lead their groups. If we manage to create a digital twin for this core, it’s a big thing! Things get easier, meetings become shorter and are required less because information reporting takes place automatically. One necessarily doesn’t need to attend a meeting; it might be enough to read the main points from Teams.

1.Frequent meetings

Every company has regular meetings. They are defined by purpose, frequency, length, participants, and agenda, and their mirror images are transferred into Teams.

Management system meetings

Here are the teams of a case company’s management system. They have four corporate-level meetings. On a certain week, they look at how business is going and what their customers are saying. Numbers are looked at in the second meeting, right after they have been published. Also, a meeting takes place where the focus is on work, culture, and the inner processes. These are the supporting functions. The management group has been divided into three theme-based meetings. Once every quarter is a check-up to see if the strategy is good and new goals are defined for the next quarter. In addition to that, a large Corporate Online Forum is held as well. Currently, up to 250 people can be added, 49 of which can take part in video chatting simultaneously. I’m confident the number of attendee spots may increase over time with software updates.

This is the new management system. If all this is kept outside Teams, all opportunities haven’t been taken into action.

2. Communication

In the image above you see the management team meetings four weeks apart. In between meetings, people have learned to chat with one another and traffic has moved out of emails into Teams channels. But what is the communication that takes place between meetings, the model? Isn’t it often so, that two people talk on the phone or by email with one another and very rarely with the whole group?

Does one need to wait for the next meeting if a decision needs to be made? That’s awfully inefficient. If and when we can communicate with the management team as a group in-between the formal meeting times, we can make a decision faster. The conversation has moved into a Teams channel.

Digital Twin

It means that the hierarchy we have in the physical world has gotten an image of itself in Teams. A digital twin has been born! All meetings have a separate channel and topics, notepads, Protocol, and the whole meeting itself is found within the channel. This is truly a major thing! As I’m writing this, very few companies have woken up to the possibilities of a digital twin. They have Teams, but they lack a digital twin for leadership. Here is a great chance to bring the company’s culture to a whole new level.

No waiting

It also means less waiting. Decisions can be made more or less in real-time.

Customers are thankful!

And customers are thankful! They get faster service, and people can make decisions with more self-management. Trust is the foundation that the professional knows what they’re doing. If this is not in the culture, this model won’t spread either. If you manage to do things the old way without perceived issues, keep doing what you’re doing! But when you start to feel like competitive advantage needs to improve and you desire even more agility, here’s a good solution to your improvement desires. The hybrid organization will help with agility.

Everyone is thankful for having a new, more efficient way forward. The management discovers how the company can run even more efficiently. Everything is in one place, and they bundle up in Teams. Notifications can be regulated with the built-in filter. It’s just wonderful!

This has given birth to a four-tier leadership system! Many organizations are currently in step 3, feeling like they’re drowning in the sea of teams. But the filter is the solution and a great opportunity! Think of it as a dam that regulates the flow of water. That’s a key metaphor!

Introduce the digital twin and bring the company leadership into Teams!

Ignite your strategy! Read more.🔥

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Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.12 Help! My boss is a perfectionist!

Post author By Markus Westerlund
Post date June 23, 2021
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Help! My boss is a perfectionist! — 2.12

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Today’s topic is perfectionism, and what to do if you have a perfectionist as a manager. As a strategy consultant, I often encounter situations where the customer’s team has problems with internal cooperation. I had a case, during which the CEO and the management team members were really frustrated. The chairman of the board was a perfectionist, and a perfectionist is never satisfied. I’ll explain, how one should act in situations like this. I hope this is of help to you in your situation!

Pros and cons of perfectionism and a perfectionist manager

The best thing about a perfectionist manager is that they want quality. If and when they are good, they produce quality. Although, I have had a case in which everything was over-quality. Customers were thankful and the results were pretty good, but there was no growth. That’s not fun. Quality might go overboard.

The downside of perfectionistic behavior is that nothing is enough. A perfectionist manager will always let you know that something needs to be better. During one case when the management group spoke of customer needs, the CEO didn’t want to listen. They wanted to know about products instead. When the issue of products was then addressed, the CEO wanted to know about customer satisfaction. There was always something that was missing, nothing was enough. Decisions weren’t made, and it was very frustrating to the management group.

The question is, what is the relief to a situation like this?

I’m sure you have your own experiences from perfectionists, possibly even your own solutions as well. However, I’ll show you a solution model, which has helped me personally.

Confirm you have been listening

When the perfectionist manager goes for the “But…” -moment, confirm you have heard what they said!

I remember that the first time I encountered this was in a company with a CEO called Markku. He had a management team full of extremely smart scholar men. The company had developed a culture, in which the management team was very critical and it felt like everyone was competing about who was the smartest and who can list all the disadvantages the quickest. Markku was really skillful! Even though the critique sounded pretty aggressive to my ear, Markku continued with a question:

“Do you mean that…”

And when he phrased the other person’s message in his own words, the other person nodded. This most definitely doesn’t mean that Markku always agreed with them. It meant that he had understood the other person’s message, which in turn made them relax.

I had a similar experience when I was young – if you know me, I always go towards new possibilities. One colleague of mine only saw the dangers in every situation. However, one day I understood to say:

“Listen, Matti, if we do nothing we will go down for sure.”

That was the first time Matti ever nodded at my comment.

One must listen to what the other person is saying and repeat it so that they can relax, knowing the information has gone through.

Match or Mismatch?

You need to understand if a person’s way of thinking is a match or a mismatch. Are you someone who looks at a beer bottle and realizes that half of it has been drunk, or are you someone who rejoices over the fact that there’s still half of it left? Both of these mindsets have their perks. Both are needed because if we don’t see the missing things, the gaps, how are we able to fill them up? However, this can also create distress. A person that wishes to rejoice over achievements can truly become frustrated if the only thing they constantly hear from a CEO is that something is lacking. Nothing is enough, and more is expected!

It has helped me a lot when I have realized someone behaves as a mismatch.

I had another project during which a guy said that they lack this, this, and that. I thought to myself that his brain generated a mismatch-type. Also, I got a strong feeling that it was important for him to be heard. If a mismatch is combined with a so-called Ego-boy feature, meaning you want to let your ego out, it can be very straining to others.

You can't change another person's way of processing information

You can’t change another person’s way of processing information. If you have a perfectionist as a manager and they behave as a mismatch, that’s the way it is. If their thoughts are a bowl of spaghetti inside their head and yours are well structured, you still can’t go on changing them. You can only ease your situation by understanding. When you understand, there’s no need to get frustrated. Also, in the case of customers, deeply understanding them is essential. It already helps to identify different ways of behaving.

Mismatch thinker –Master of the next step

A mismatch is a master of the next step. This sentence has helped me not to get irritated. When we have made it two steps forward, they don’t necessarily give thanks like a matching person. They think one should be one more step ahead. They do give thanks; one just needs to know to listen to it among the things that need to be fixed.

Hear the part in which they thank you! If it’s important to you, take it in, because they mean it. Then comes the next step – take the missing part as it is.

Behind every behaviour is a good intention

Behind every behavior is a good intention. This is a dogma from NLP coaching, which I studied a lot some time ago. The idea is that the person pointing out the black cloud also wants to get rid of the black cloud. They have a good intention behind the fact that they point it out. You both have a good intention, and you’re both heading towards the sun. When you understand that every behavior is based on a good intention, it’s a relieving thought.

If you yourself are a perfectionist or a mismatch, remember it can lower other people’s energy levels. It’s also a problem if people retreat into their foxholes and think that a person will never change. That’s a conundrum of a situation. A good way to get out of it is to understand the benefit of both parties’ thought processes.

When we create a strategy, it’s very important also to see the risks and prepare for them, even if they come in the shape of a perfectionist manager.

However, the most important thing is to focus on the Purpose – the sun– how we help our customers. What is it that customers want from us? If we didn’t exist, what would they cry for? It’s our purpose that excites all parties.

Ignite your strategy by understanding mismatch behavior! Read more.🔥

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Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Planning

1.14 Administration report: Horizons

Post author By Markus Westerlund
Post date June 22, 2021
8 Comments on 1.14 Administration report: Horizons

Administration report: Horizons – Helicopter view — 1.14

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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The CEO of a company often needs to give presentations to the board. How does the CEO explain the big policies? It is a good idea to talk about horizons. Horizons are something that can be discussed with the board, management group and the whole staff. It’s a helicopter view into the business.

Business horizons

The principal idea is very simple: We look at what kind of jumps we make in our business. We call them horizons. Then we’re able to see the current situation and the past situation. The future is foggy, but it’s possible to set clear goals into the future. The future can also be created. Goals can be bundled into horizons.

The thing that makes this truly interesting, is that we rarely rise to a helicopter level in our everyday lives. We don’t see the big waves, instead we see clutter. When the horizons are crystallized, you see the thing that can help to make better decisions.

First, the work begins by looking back. The result is a PowerPoint slide, in which the business horizons and big goals are listed. Last year’s horizon with its 10 most important points are included. Five points might suffice, but oftentimes the list becomes too long. Choose only the most important points.

The next step is to list all the things the company wishes to achieve during this year. Perhaps some plans for the upcoming year can also be written down. Suddenly you have a map about all the big business jumps.

This is your horizon! All the big choices and goals are listed. It’s pretty easy to write a long list, however, it takes some effort to compress the core issues to a tighter package.

Yearly themes

The next step is to give a theme for each year, and the theme is written on top of the curve. After a few years, the fruits of the labor becomes visible.

8 year journey

I have a great case that demonstrated this in practice. The case comes from a billion-dollar company, in which we have made jumps for eight years. The last time we made the eighth year leap, we started to feel that there are too many of them, that they don’t even fit into the picture. If a CEO shows a messy slide to the board, what would you think as a board member? You might think that this CEO has been in their position for a bit too long. Should the CEO be replaced? The CEO can be absolutely brilliant in their job, yet a thought like this can emerge nevertheless.

Two-year business horizons

This created a clear image.

Strategy journey

Take a guess what our management team’s reaction was when this image was presented to them. This image helped everyone to understand the company’s situation. In fact, the image showed great logic, a great journey, a strategy journey.

Sometimes I joke that the best strategies are written afterwards. When you look back, the journey seems like a straight line, even though it certainly didn’t feel like it. The management group felt that our company’s thing is actually pretty cool!

In Finland, we have a tendency to compare ourselves with Sweden. In Sweden, people use superlatives constantly. The best superlative we, in Finland, can stereotypically think of is “Not too bad”. We should know how to hype our strategy journeys because they are truly great!

Helicopter view

With a horizontal image the management group, the board and the staff get a helicopter view into the whole operation. It helps to visualize the ambition that is needed during the next jump. When people are presented with a crystallized form of reality, anyone is able to understand the thing.

I have many times mentioned the five-day war of Kuwait and general Schwarzkopf’s story about the satellite perspective. If you’re down on ground level at the sand dunes and encounter the enemy, you’re able to make good decisions. However, if you rise to the satellite level, “then you know what to do” to a much better degree. This is the same thing with the horizontal image.

When the presentation has been shown to the board and they have given feedback on it, it is, of course, shown to the staff as well. The outcome is clear. Pride, excitement and sensibleness are the outcomes the organization gets to enjoy.

Strategy journey becomes reality

Everyone suddenly remembers what has been done. New employees understand the kind of company they’re working at and they see the reason in making the journey that is defined in the strategy. The word spreads between friends and the employer’s brand improves.

This is how the strategy journey becomes reality! It doesn’t only remain as a plan, but it actually translates into lived experience.

Build your business horizons and ignite your strategy! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategic Leadership

2.13 Case: Inspiring managerial strategy meeting

Post author By Markus Westerlund
Post date June 22, 2021
No Comments on 2.13 Case: Inspiring managerial strategy meeting

Case: Inspiring Managerial Strategy Meeting — 2.13

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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I had an amazing experience at a managerial strategy meeting! It was new and exciting!

A different type of managerial strategy meeting

This meeting was different in some way. The dynamic was different with 47 managers from different nationalities, something I’ve never experienced before. We took a risk and gave only two-minute-long presentations each. Only two minutes per presentation, can you believe it?! The meeting also included five group assignments. A three-hour meeting which included two five-minute breaks every hour, five group assignments, and almost 20 presentations!

Quarterly strategy update

Firstly, this was about making a quarterly update to the strategy. This company’s strategy process has become agile. A large strategy process takes place once every 3 – 5 years, during which no stone is left unturned. After that, the strategy is updated quarterly with flexibility. Goals and subgoals are updated as the situation changes. The leaders, along with their groups, prepare the goals for the next quarter. Now was the time for a quarterly check-up for the managers, in which the goals for different individuals were laid out and discussed. This was a completely different kind of meeting where issues were summarized, and it involved people on a large scale.

Strategy update

The CEO welcomed everyone and told us about the goal of the day. A one-page strategy, the Strategy 1Pager, was in use. It had been modified with a few minor changes. It included an elevator pitch, which was the new thing. The elevator pitch means that the core idea is condensed into a couple sentences – a true high-level strategy crystallization, which effectively summarizes the strategy down to the core points. In case someone asks anyone involved about the company’s strategy, they better have an answer! The elevator pitch helps out in this situation.

By the way, profitable growth or growth aren’t strategies, they’re strategy types. When profitable growth is wanted, the strategy answers HOW the growth is created.

Commenting in groups

At the start of the managerial strategy meeting, the CEO spoke for about 15 minutes. The great thing was that people got to comment on the presented elevator speech in groups. The group work only took five minutes. A few improving ideas were commented, but all comments were mostly very exciting and clear!

Market situation

The next phase included presentations from three Business Unit leaders.

I told everyone that they had two minutes to explain what’s going on in the market. That simply hasn’t been done before! They had one slide prepared, much like the one above. As they spoke, I took notes and wrote them under the slide. I took time with my watch and let them know when they had 15 seconds left of their time. They spoke a couple of seconds over their time, but this system worked beautifully!

The next BU leader held their speech. So did the third one. And all of a sudden, we had listened to everything we needed to know about the market situation – in just 6 minutes! These three BU leaders were very good speakers, it was a pleasure to listen to them.

After that, everyone was allowed to speak in groups of three for five minutes. The groups consisted of different nationalities.

Group assignment: What inspires you?

People were divided into breakout rooms to answer the question: What is exciting about the market situation? You see, one doesn’t always have to talk about the market situation as a threat. Everyone wrote their comments on a digital platform. Here were some of the comments we received:

“There is a clear movement happening in the market! Trend is your friend!”

“The customers are there and the demand.”

“Being one of first movers is always inspiring. Many interesting opportunities.”

“We are right there where the growth is! That is motivating.”

“Our offer is right and reflecting the customer’s demand of more sustainable products.”

We received comments from each group, 15 altogether! We picked a few of them to discuss in a larger group. It’s so handy to divide people into breakout rooms and then back again, with just a touch of a button. We utilized Microsoft Teams for this.

Quarter goals

The next exercise was about presenting the quarterly goals. The Business Unit leaders once again had two minutes to talk about their quarterly goals. I had an image, which depicted the strategic goals, yearly goals, the previous quarter goals. Now was the time to present the next quarter’s goals.

After that came the next units: Marketing, HR, communications, financing, a lawyer, and several others gave their presentations. 12 presentations, two minutes at a time! Beforehand I had thought by myself what this all will amount to. The end result ended up being amazing!

Group assignment: How does it seem?

The whole group of managers now understood the supporting functions and their goals! Very often they are left forgotten. Again, people were divided into groups and asked how everything seemed like.

“Transparent, clear, and focused!”

“Quarterly solid goals that will be valid and important also in long term perspective!”

“Goals seem focused and ambitious. Need to ensure we are both ambitious and realistic in terms of timeline to achieve. – This comment shows, that it had power!”

“Not easy to evaluate all the goals, but increases the understanding what the others are doing. Many things going on. – A small moment, and suddenly it created full transparency!”

“Good to see support functions task/goals! This needs to be seen by the whole organization. Overall goals seem good and leading to success (long/short term)”

It was, of course, a risk to give two-minute presentations, but it got a round of applauds!

Key figures

Now it was time for the CEO to explain the numbers and volumes. Volumes had been good, but profitability needed improvement.

The next group assignment was to answer a tougher question: Where to find the big levers? A lever is my favorite metaphor. All activities are levers. There are small, medium, and large levers. Everyone got to identify the biggest things in their opinion.

Customer orientation was a topic that stood out from the comments. The customer is always at the front of the strategy. Comments were also given about internal meetings. People wished for fewer and shorter meetings. Work should be done together, with digital technology! Business processes and automation come into the picture even more strongly. Pretty cool!

We also discussed how it would be possible to do less. Where would time be of use? These issues were discussed once again in groups.

New IT boss

Next up was the IT manager’s introduction. They had together with their group begun a process, where the TOP3 key strategic questions for IT were contemplated.

The first question was: How can IT support us to grow our business as efficiently as possible? – Answers were given on a scale according to relevancy.

The last question got the least points: How could we get rid of overlapping systems? – Organizations have a number of systems, some of which overlap each other.

If and when a new business acquisition is made, new systems are often included in the deal. The image above shows that cleanup got the least points, that’s fine. However, profitability requires cleanup. Here are some comments we gathered during a short five-minute group assignment:

“Relevant topics, just continue with those targets.”

“To have a good helicopter view of the IT ecosystem. Make sure that people use the same systems.”

“IT works well.”

“More coordinated view on IT-needs and priorities.”

Wrap-up: How was the strategy meeting?

Finally, we asked people to give pulse comments about the managerial strategy meeting. The image below speaks for itself!

Usually, someone says that the speed was too fast. At the beginning of the meeting, I said to everyone that it is what it is. We need to get more done in less time! – Welcome to the new normal!

I was however surprised there was no critique. The idea of a managerial strategy meeting with two-minute presentations and discussions was a hit! It was also fun that people changed groups every time. Many got to meet new colleagues they hadn’t even talked to before.

Taking advantage of technology is the trick! Utilize it!

If you’re interested in this topic, let’s make a similar process with your group! I claim, that this really can change a company’s culture as one sees the opportunities to work with a larger group. If you hit the nerve, the management level, with agile work policies, things will begin to happen!

Ignite your strategy! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

Strategy Implementation

3.03 Cut your meetings by half with digital technology

Post author By Markus Westerlund
Post date June 22, 2021
3 Comments on 3.03 Cut your meetings by half with digital technology

Cut your meetings by half with digital technology — 3.03

Markus Westerlund

Strategy is my passion! I love to simplify complex work and finally squeeze the strategy on one single page, the Strategy 1Pager.

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Cutting meetings by half is surprising, but a completely realistic thing. You just need the help of technology. I’ll explain how to do it!

Getting people to cut down on their meeting time without changing their way of operating is impossible. Not even worth trying! Is it in fact so, that cutting down the time spent in meetings is possible with technology? I say it is. You can indeed succeed in cutting down meetings while increasing meeting efficiency. Let me explain how.

How to lead a business?

Let’s begin with how to run businesses. Businesses are run through meetings. People talk during meetings. Of course, very shocking, people talk. Yet, this is such a fundamentally important thing that it needs to be emphasized, even if it is super obvious. You will see why, very soon. Please keep reading.

By talking!

Businesses are run by talking. The whole point is that the group converses. If this conversation is cut short, will there be things left unsaid? Might be, but not necessarily!

Cut down and shorten meetings!

In many specialist organizations, time is consumed in consecutive meetings. One should also have time to operate. Where is the time cut out of?

Let’s not begin with lengthening the working hours, that’s a legal issue. Otherwise, people have no energy left. Time must be cut out from the meetings! Either the less important meetings need to be cut down, or the general babbling diminished. How is it done?

Communicating

Regular meetings are the core of leading and management group meetings are crucial. The next meeting is in two- or four-weeks’ time. What happens in-between? In the old world, people call each other, send emails, and chit-chat in the corridors. Waiting isn’t always an option, it’s better to make decisions faster. If the boss makes a decision on their own, many employees get irritated. That’s usually why everyone waits until the next meeting. However, the waiting time can be long and it slows down the whole operation. Not good!

Here’s the alternative: What if we communicated between meetings? Not two-by-two, but in a group! Technology is your friend.

Transparency!

It’s completely possible to involve transparency in the process. When you use Microsoft Teams and you have a channel for the management team’s conversations, you are able to chat within the channel. When information is shared with the group, it’s the same as talking in a meeting. This is how the group becomes transparent, information is no longer only in the heads of two people. Information is shared with the whole group. Reading is also faster than listening. Save meeting time, that’s the point! Without transparency, it won’t work!

No more unorganized emails!

In this type of operation, emails are no longer a messy pile. Your inbox won’t be full of individual emails, they are bundled and no longer fragmented. When the conversation is transferred from the email into a Teams channel, the focus remains much better. It increases profitability.

Shorten meetings. Less participants.

Cutting meeting time is also easier if preparation and post-processing are done within the channel. Decreasing the number of participants in a physical meeting is based on the fact that many people are in a meeting only to listen and to gain information. When information is transferred to a channel, including the meeting agenda, notes, and Protocol, you are able to read the information also at another time. Alternatively, you can receive a short oral briefing regarding your work without having to attend the full meeting. Again, if an issue is not resolved during the meeting, the conversation can be continued inside the channel. Then, also those that were absent can have their voices heard.

As I’m writing this, I just learned that OneNote is expecting a new really cool feature. It enables meetings to be transcribed in real-time. Everything that is spoken during a meeting transcribes into text. This means that the conversation becomes documented! In the case of absence, you can read the whole conversation in a fraction of the time spent attending the whole meeting.

This is how we can decrease the number of participants. People are able to acquire the information they need and to give their input in-between meetings.

This is a revelation! The analog world gets challenged by digitalization. Shorter meetings, fewer participants, more time to operate! This will be a huge competitive advantage. The problem is of course that people are slow and their behavior takes time to change. Some, however, do it quickly and manage better! You are in charge of when it is the right time for you. If you can manage to do things the traditional way, go ahead!

If you’re asking me, be curious and have a go with this! Improve your meeting structure!

Automatic Reporting

This is when a phenomenon called reporting takes place. The entire meeting reports automatically! No need to go through all the trouble. This has to be a significant factor in meeting efficiency!

Leadership into the digital world

Dear friend, this means that the entire leadership can gain a digital twin inside the digital world. The physical world is still there, but it becomes more efficient. Some say they want to meet in person, but isn’t it so that we all want to work at a place where we succeed better and where we don’t sit in pointless meetings? The wrong kind of human contact is only a burden. Of course, we want to meet one another, and we will find the optimal balance. A digital twin is formed for our operation.

All leadership meetings are therefore also online. The conversations can be opened up to a larger group so that others are also able to follow the conversation. People get more information about what the company’s big picture actually is. Of course, all is not shared with everyone. There will continue to be confidential matters, but quite a lot can be shared with others too. The default value changes: Primarily, everything is transparent, unless it is defined as confidential. People also get to decide what information they need for their work.

I’m so excited about this! I’m also pretty sure that when we look back in 20-30 years, we will never be able to understand how we could live in such oblivion. Information transfer will change for sure! Why? Because there’s a need for it. People will want this because it makes their job more meaningful. Less bullshit! More action! More results! Information will travel much better than before, even with fewer meetings.

Leadership into the digital world

Now you can pick the long-hanging fruit. 🍎 You already have the system, Teams. Transfer leadership into the digital world, my friend. By doing so, you gain a more meaningful and more efficient workplace.

Take the digital twin into use and ignite your strategy! Read more.🔥

Finding Us On Social Media

Stradigo

Stradigo is a brand owned by Rdigo Oy (Business-ID: 2120844-1).

Learn more from our Imprint.

Rdigo Oy is registered in Finland as a Limited company. We are a strategy consultancy located in the Helsinki capital region.

We’ve been in business since 2007. The company name comes from the latin word Redigo, meaning both ‘I shape’ & ‘I renew’.

Stradigo combines the word strategy with Rdigo.

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Markus Westerlund

1. Planning

2. Decisions

3. Operation

4. Being social

Involve everyone

Understanding

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Customers' key strategic questions

Top down + bottom up

A helicopter view over the business unit’s work

Multi-level goals

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Example

Helicopter view

What was the feedback?

Final Check

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Strategy between the ears

Too many directions

Focus

Yearly clock

Strategy checkups quarterly

Check for updates

Next goals

Agile updating

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Why company meeting structure?

Backbone

Need for organization

Teamwork

Meetings have their own digital boards

Make work visible!

Between meetings

Common chat forums

The benefit of documentation

Defining meetings

Traditional organization

Home teams - Permanent teams

New example

Does one need a management group?

Less meetings

Quicker meetings

How to create a new company meeting structure?

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Case: Brain-organization

Value: Courage

The power of agility

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Organic spreading of Teams

Strategic usage of Teams

Step 1.

Step 2.

Step 3.

Step 4.

Tough core – Management system

1.Frequent meetings

Management system meetings

2. Communication