How many people we have in this room? This was the first question asked in our workshop with the topic Leading through change, uncertainty and chaos. At that time I didn’t have any clue what we’re going to do in this workshop. So, there were 15 people and we were asked to divide in to two groups with same amount of women and men and we had to make sure that we don’t know each other before.
‘Here are instructions for the game we’re going to play today. Read them carefully together outside of the room in ten minutes and make sure everyone knows the rules of the game when you come back’, our workshops facilitator said. Ok, so we’re going to play some game here, I thought and we went to read the instructions. Because of the limited time, one of us, read them aloud and rest of tried to understand the idea of the game. I was confused, I didn’t understand what the game was all about, it sounded like chess, but with different rules.
I participated in the first Global Governmental Jam that was held in the fancy ICT House (pics in the end of post) in Turku on the 5th and 6th of June. The idea of the service jams was familiar to me: we were supposed to create as many prototypes of new (public) services as possible in 48 hours. The jams abroad had been started already the evening before. However, the “common theme” was to be released only on the 5th, at 9 a.m.
We had to decipher the text (left) in order to reveal the theme. It couldn’t be anything as square as an anagram, so our team depicted funnels (cones) representing a new kind of customer service process– and a symbolic drag queen (transfering customer identity).
Then we were told to create a prototype of a service around whatever we had come up with the text. So basically there was no common theme, unless the biggestcommon nominator“public service” counts as one.
Only later we were explained the phrase “Here be dragons” that is a medieval metaphor for dangerous or unexplored territories.
Apparently, the purpose was to make public services less frightening and more approachable. Our service was to transform the employment office into an office of opportunities, where customers wouldn’t have to feel ashamed of visiting.
The prototype, the pilot, was a one year opportunity to change one’s status from unemployed into “a status of choice”; the ultimate goalbeing getting rid of the term “unemployed” altogether. See Prezi here
How do emotions impact the design? How can design projects benefit from understanding the emotional rollercoaster? How can you become a better designer if you are aware of the changes in emotions throughout a project? How can you adjust your project plan based on that? In this blogpost you will find out how analyzing your emotions can help your project.
We know your job as an executive is getting tougher and tougher no matter in what business you´re in. Operating environment is getting more and more competitive, fast based, complex, turbulent and blurry. You have probably noticed that the “old” way of thinking about the strategy and competitiveness won´t guarantee your organization´s success anymore. Strategy can´t no longer be done as a periodic planning exercise conducted in your organizations boardroom behind locked doors; planning for half a year, implementing for 3-5 years and then evaluating the strategy and building a new one – there is no time!
Say hello to agile strategic thinking! Through it, your organization is able to make fast turns and to transform itself without losing momentum. And we don´t mean simply adjusting to change, but thriving on the waves of change and becoming number one. Continue reading →
The title of Jan Carlzon’s book, “moment of truths” is perhaps the main reason I chose to read the book among other recommended books. The term “moment of truth” became a household name to me as far back as my past studies in Sales and Marketing at Helsinki Business College. Carlzon’s book laid emphasis to a customer-centric and service-driven organization which also gives good consideration to employee reward and engagement. I found Carlzon as a visionary leader who has the ability to combine two or more leadership styles as the situation demands to get the needed result. I found out that in order for a leader to be successful he/she must be prepared to see things from multiple perspectives, inspire his followers, and provide the enabling environment for them to deliver good result. Carlzon’s in my opinion applied and experimented authoritative, democratic, and affiliative leadership style at one time or the other in most of his relationship with his followers. Continue reading →
It’s a really difficult task to decide on what to write on in my first post for Laurea SID program. It has been 2 years since I first got in touch with the program and the outcomes were always beyond expectations on personal, communal and regional basis.
Should I write something about the activities I got engaged in, the knowledge I gained and shared, the initiatives I joined and started or the bonds that got created and the ties that evolved? Or Moreover, about the fillings between all of that, which you can’t touch, measure yet you realize theme later when they express themselves in this closeness between the SID groups and the overall community.
I made my choice and decided to start with something that represents all of this. It’s my learning diary for the Change Leadership & Service Culture course. Due to the nature of the topic and the sailors on board, this topic was very touching and transformational in many aspects. During this course I got exposed to volumes of knowledge that still shape my daily practices and thinking and for years to come. And also during this course I created a knowledge that I always value and feel proud of. I’ve met the most impactful people in my life and lived some dear moments. I would like to start posting the content of the diary one page at a time as is from the diary. Continue reading →