<\/p>\n\n\n\n
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”Mikko had a clear vision of what he wanted to change but was undecided about how to make it happen.<\/em>”<\/p>\n\n\n\n Mikko had a clear vision of what he wanted to change but was undecided about how to make it happen. He wanted to participate in discussions and needed a trusted person to facilitate conversation. Mikko had previously worked with Pekko Nieminen. A strong trust had already been formed and Mikko knew that Pekko wouldn\u2019t let anyone off the hook, including himself.<\/p>\n\n\n\n Mikko and Pekko met for several hours to discuss how to best implement Mikko\u2019s vision. They had gone through what kind of consultation and facilitation would be necessary. It would include not only Finland\u2019s management team\u2019s operations and leadership but the entire corporation\u2019s executive team when it would begin to seek new strategic approaches and alignments.<\/p>\n\n\n\n HR Manager Nina Perttula, who took part in the Finnish management team coaching described the situation, Pekko was not only Mikko\u2019s familiar consultant but very quickly became the sparring partner for the entire group, also on the individual level. He met each participant in a way that suited them. Pekko was able to build trust not only in himself but also within the team. This required openness by everyone, exposing their own vulnerability, thus enabling discussion of even the most sensitive matters. This builds real trust between people. In addition, the team was welded together by learning more about each other\u2019s natural behavioral and leadership styles using EverythingDiSC\u00ae- profiles.<\/p>\n\n\n\n Pekko was not only Mikko\u2019s familiar consultant but very quickly became the sparring partner for the entire group, also on the individual level.<\/em><\/p>\n\n\n\n In February 2019, the new Kuusakoski Corporation Management Team met to define responsibilities and determine business areas, plan a five-year strategy, and prioritize near future development areas. <\/p>\n\n\n\n It is often unclear how an outsider can contribute to the strategy process in limited and specialized fields and so it was also in this case. At the first meeting was discussed what they wanted to accomplish and why Pekko was involved.<\/p>\n\n\n\n When roles were clear, Pekko facilitated discussion and guided the process, while management team members contributed by drawing on their own experience and expertise. Working this way usually requires a little practice. At the next meeting, the discussion quickly moved on. Through trust, discussions reached a deeper level. Mikko told that thoughts had been thrown around for years. No one actually heard anything new in the discussions, but essentially, the ideas were collected, structured, analyzed and prioritized.<\/p>\n\n\n\n This systematic work continued through four joint meetings, and between meetings, issues were pursued individually and mutually. The end result was a strategy for the next five years. After much contemplation, deliberation and collaboration mutual consensus and alignment was reached on the direction and necessary actions. Most importantly, each participant was committed. In addition, they had clarified their areas of responsibilities and three business areas now had responsible heads.<\/p>\n\n\n\n The management team members were pleased as they had a clear plan and roadmap as a tool to facilitate practical implementation. They had also appreciated that the CEO participated in the discussions as an equal member while creating a new way of working for the management team.<\/p>\n\n\n\n After each strategy meeting, Mikko and Pekko went through what they had accomplished as a group and planned the next meeting\u2019s objectives. They did this also following the final meeting and Mikko concluded that with such a tight schedule they wouldn\u2019t have reached such a high-quality outcome by themselves. <\/p>","protected":false},"excerpt":{"rendered":" Pienest\u00e4 putiikista alansa teknologiajohtajaksi Kuusakosken perustaja Donuard Kuschakoff ker\u00e4si Viipurissa jo sata vuotta sitten rauta- ja metallij\u00e4tett\u00e4 sek\u00e4 tekstiilij\u00e4tett\u00e4. H\u00e4n erotteli ker\u00e4\u00e4m\u00e4ns\u00e4 materiaalin ja jalosti niit\u00e4 edelleen teollisuudelle. Sodan alta yritys siirtyi Helsinkiin ja Karjalan Lumppu- ja Romuliike muutti nimens\u00e4 Kuusakoskeksi. Sodan j\u00e4lkeen Kuusakoski sai teht\u00e4v\u00e4kseen romuttaa puolustusvoimien lentokaluston ja silloin yhti\u00f6lle tuli tarve kehitt\u00e4\u00e4 […]<\/p>","protected":false},"author":1,"featured_media":2303,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19],"tags":[],"class_list":["post-2302","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-asiakastarinat"],"yoast_head":"\nTrust\u2019s chemical composition<\/h2>\n\n\n\n
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Towards the future and a changing operating environment<\/h2>\n\n\n\n
Pekko was demanding of himself and others. He didn\u2019t try to please anyone, staying focused on the desired result, yet was supportive and there for everyone. Most importantly, Mikko knew and trusted that Pekko understood the desired result and could deftly identify the steps needed to reach it.<\/p>\n\n\n\nLooking back- what was accomplished?<\/h2>\n\n\n\n