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Comprehensive personnel experience creates well-being and strong performance


is forged together! E N G AG E M E TRANSL A NT T BET TER R ES AS ESULTS! p. 3

Sakari Toivonen,

Oras Group:

Moving towards a shared goal with two strong brands CORPORATE SPIRIT’S CUSTOMER MAGAZINE


THE FUTURE OF WORK What does the concept of new work mean? This topic is very much in focus when discussing with our customers worldwide. Digitalisation will change the working life in many ways, for example providing personnel with new interesting opportunities, but at the same time demanding much more from individuals. Routine work may disappear, but for trade-off open new positions, which may be more interesting but at the same time more challenging. This requires new skills from the personnel, continuous professional development and adaptation to new working methods. To support this change, managers and team leaders are expected to become supportive coaches and sparring mates. New work is a universal phenomenon in industrialised countries, but cultural variation remains. Corporate Spirit specialises in global organisational and leadership development. Cultural variations and changes are always taken into consideration, when helping our customers to improve their business success. For example the concept of new work is in different phases in different countries, which needs to be taken in to consideration when evaluating and developing organisations. Knowing these cultural differences and changes in the work life, it is difficult to imagine that reliable information in surveys could be gained simply by comparing the proportion of favourable responses from one country to another. An indepth analysis requires more than that. A comprehensive collection of external benchmarks helps scaling results, as well as discovering the real strengths and areas of development.



Engagement translates as better results!


Otavamedia: Success is forged together


Ouman: Enthusiastic teams stregthen our pioneering nature


Oras Group: Moving towards a shared goal with two strong brands

10 530 Employees, One Martela 12

Your partners in developing organisation and leadership

Cultural differences and external benchmarks will help to determine the right development actions for your company to enable your business targets to be met. We are happy to be your partner in engaging people for success! LAURA SANTASALO Spirit Designer, CEO














ENGAGEMENT TRANSLATES AS BETTER RESULTS! Many different studies have proved the connection between engagement and companies’ other performance indicators. Traditional employee opinion surveys are a thing of the past, and for organisations, it’s a key thing to find the factors that can be influenced to develop the level of personnel engagement in a way that most promotes the company’s business operations. Our extensive data proves the relationship between engagement and the company’s profitability in Finland and also on an international level. We carried out a cross-section of Finnish working life and observed the Finnish data of 166 employee surveys from more than a hundred organisations from the years 2015–2017 (a total of approx. 110,000 respondents). We noticed that in engaged and committed organisations (top 20%), the company’s result per employee is up to 50% better than in the least engaged and committed organisations (bottom 20%). When personnel are motivated and committed to the organisation, they trust the management, experience the decision-making to be efficient and feel that work performance is rewarded fairly and justly. It is also significant that in successful organisations, internal cooperation is felt to be clearly smoother than in organisations with a lower level of financial result. The optimistic tone of the future of the economy of Finland that has been visible in the media is also supported by the working life. During the past two years, one of the most significant positive changes has been seen especially in the personnel’s faith in the organisation’s future. When compared to 2015, the employees feel the development of their organisation of late has been significantly more positive. Also the decision-making ability of companies’ executive management is trusted clearly more than before. When observing the development of working life in one’s own closest working community, the content of the work has received more praise. We feel that our work creates something useful.

The witer Juha Ala-Lipasti is Business Development Director and Head of International Operations at Corporate Spirit Ltd.

Trust counts What are the things in a working community which we must focus on in order to positively affect engagement and the organisation’s “hard indicators”? The most important matters can be divided into three categories as follows: •

Organisational level: Trust in executive management

Team/department level: Team spirit within the team and a supervisor who trusts his or her subordinates

Individual level: Finding own work challenging and useful.

During the past three years, matters related to the functionality of the team have increased their significance. In 2017, the personnel feel that the connection between team spirit and efficient operations with engagement is much greater than it was two years ago. Corporate Spirit’s goal is to develop working life based on facts and business operations. Analysing the personnel experience together with the other indicators of the business operations brings the organisation important added value when the focus is on key factors for the company’s success. Let’s sit down and discuss together what are the indicators that can best promote your company’s business with the help of the personnel experience!



SUCCESS IS FORGED TOGETHER During its 90 years of operation, Otavamedia has grown into the leading publisher of periodicals and customer magazines in Finland. The company strongly invests in developing its operations together with its personnel. Developing leadership and personnel experience are in a key position when we are ensuring the involvement of people as the media industry is in one of the greatest states of flux ever. Otavamedia is part of the Otava Group. The company is a media industry expert organisation where 450 employees have a strong professional identity and a clear vision of the industry and its future. This creates its own kinds of challenges for leadership of the personnel and working together. The company consists of seven different business units that are represented by different magazine families. Each business unit creates its own operational culture for the company that ensures the group’s joint success in the media industry, which is going through a strong change. “To strengthen our success factors, we have simplified our organisational structure and made it clearer, for instance by taking down unnecessary silos. The lower organisation supports clear leadership and sharing best practices internally. Our objective is to work together more and ensure that everyone understands their role in creating Otavamedia’s success. Our core message, Otavamedia – more together, is the culmination of our operations. No one can make it alone, success is always reached through teamwork,” says Timo Kopra, Managing Director at Otavamedia. A versatile corporate culture calls for strong leadership The richness of Otavamedia’s corporate culture is the differences between different magazine families. The company feels that it is important to support different

Otavamedia Ltd is part of Otava Group. Otavamedia’s industry includes publishing periodicals and customer magazines as well as book club operations. In all its industries, Otavamedia is the largest in Finland. The company’s long experience and will to renew ensure its customers an inspiring, renewing and diverse combination of encounters in magazines, online and events. The company employs 450 people in Finland.

cultures and let them emerge naturally. Differences are understood as different business units work partly in different operating environments and competitive situations. All units invest in encountering target groups together and producing a unique customer experience. “Otava Group’s values include responsibility, quality, courage and closeness. They mould us and are strongly visible in our everyday work. Seven different business units in the form of different magazine families create different corporate cultures inside our company. We want to support and understand different business operations, which means that we need different approaches. The same model may not be suitable for all situations. Our challenges include great differences in job satisfaction in our different units, changing work and clear communication of our strategy,” says Anne Mantila, HR and Finance Director. Supporting success strengthens co-operation The flux of the media industry is such a massive one that Otavamedia has wanted to make matters more tangible. They monitor different key figures and reaching of objectives together with the personnel. Rewarding the personnel is fair and equal and the goal is to have clear operational objectives. Significance of the work and supporting success are the building blocks of the future with which supervisory work and personnel experience will be strengthened. Different measurements and assessments are important to map out the current situation so that the right direction for development will be found.

“COMBINING DATA FROM DIFFERENT SURVEYS IN A VERSATILE WAY MAKES LEADING THE PERSONNEL EASIER” “The challenges in our industry have caused pain. The management’s task is to paint strategically clear objectives that everyone will understand. There is no one path towards renewal. We make use of our annual employee survey and supervisors’ 360 degree assessments in order to find the right direction and make our operations more efficient. For us, communication is significant, which is one of our challenges according to the results of our employee survey,” says Kopra. “The significance of one’s work, readiness for change and supervisory work that supports success are strongly in our focus. We try to clarify the significance of the work for each employee. In addition, our supervisors’ encour-



Timo Kopra, Managing Director, and Anne Mantila, HR and Finance Director, are pleased with the presonnel of the company, because Otavamedia is more together.

aging and coaching support is especially significant in our strongly changing work. We have found support for these issues from Corporate Spirit’s employee survey and leadership development. Combining data from different surveys in a versatile way makes leading the personnel easier,” says Anne Mantila. Great leadership derives from appreciation towards work and personnel At Otavamedia, supervisory work is supported through different joint forums and support activities for each business operation. The company invests in the individual coaching of supervisors. The Otavamedia of the future will be built with strong renewal and self-management. The personnel is committed and share the will to be part of a tight-knit working community – despite the chance for remote work. “Values, openness, integrity and fairness are the best kind of leadership. At Otavamedia, being responsible for your work is at the core of everything we do. With the support of Corporate Spirit, we have seized the cornerstones of developing leadership and gained new perspectives on the development of personnel experience. We have realised targeted 360 degree supervisor assessments and coached supervisors in the challeng-

ing units because supervisors and the management need support. It is an important message from the management that we monitor the development of supervisors and develop ways of working,” states HR Director Mantila. Being at the forefront derives from the courage to try out new things The change in the media industry means that future challenges have to be faced with sufficient anticipation. In developing leadership and creating a functional organisation, Otavamedia has invested in the fluency of work and clarifying objectives. In addition, we have together agreed upon the significance of receiving feedback for developing in your own work. “More than before, our operational culture is built on courage and trying out new things. We encourage our personnel to boldly try out new ways of working. It’s okay to fail. The key thing is to learn and have the courage to end something when you notice that it is not working. That’s what being at the forefront truly is. Digitalisation also changes the rhythm of the work. In our industry, we have to be visible every day and produce contents online. This changes the corporate culture and creates different kinds of cycles,” says Kopra.



ENTHUSIASTIC TEAMS STRENGTHEN OUR PIONEERING NATURE Ouman Ltd is a Finnish conglomerate specialising in real estate automation and energy efficiency, with rapidly growing operations. The company is currently experiencing an interesting breakthrough, since it has recently been renewed by merging three different companies into a single Finnish pioneer in heat regulation. There is currently a total of over 250 Ouman employees in Finland, Sweden, Russia and Estonia. Ouman’s core expertise is in the development of userfriendly and intelligent heat regulators, and in the optimisation of energy consumption. Ouman’s story began in the late 1980s, as the founder of the company was developing the first heat regulator intended for small households. Nowadays, Ouman develops and manufactures 1.2 million products each year, forming an open ecosystem providing everything a smart home needs. Fusion enhances our growth story Ouman draws its strength from the new organisational structure and fusion, which began in 2013 after two acquisitions and was completed in 2016, when three companies were merged to form a new pioneer in heat regulation ecosystems. Since its beginnings over 30 years ago, the company has grown to become an international player with products and services that are widely used throughout Europe. “It is important to us that every one of our employees creates value and consolidates our pioneering character. Combining three different organisational cultures into one has been the starting point for Ouman’s integration process and growth story, and for strengthening its success factors. The process began with the handling of financial matters, and then focused on integrating human resources matters and business models. “Our employee surveys strongly support the integration project and our supervisory work, which makes the desired change possible,” says Ouman’s Chief Financial Officer Heikki Uurto. The personnel have a key role in overcoming challenges Ouman’s challenges are related to major technological changes in the industry, and to digitalisation and the search for top-class professionals. Rapid changes in the operating environment demand important choices to be made, for example for the development of building automation. Regardless of the challenges of the field,

the company is successful and is well able to respond to stiffer competition. “Fortunately, we are at the crest of a wave when it comes to our technological development, thanks to our 30-member R&D organisation, amongst other things. In addition, the Internet of Things (IoT) has been well accommodated and adopted in the company. Our highly skilled employees are our most important asset, and the source of our competitive edge. So finding the right kind of employees is one of our challenges. The synergy benefits that come from company acquisitions are generated by our personnel. Our goal is to get the best in the industry in order to make our success story a reality,” Uurto adds. Employee surveys support communication of the change process Integration, according to Uurto, is a process of change that is brought about by Ouman’s staff. The company strongly believes in people power, and in the ability to promote change. Creating a new company culture often takes years. Uurto sees Ouman’s low organisational structure as the cornerstone of its organisational culture. Supervisors are easily approachable, and employees enjoy the freedom to do their work. Oman believes that people do the right things when they have enough freedom, and when they can fulfill their own potential. It is also important to genuinely involve employees in decision-making.

“EMPLOYEE SURVEYS ARE AN IMPORTANT TOOL FOR US IN IMPLEMENTATION, MEASUREMENT AND COMMUNICATIONS” “We recognise that we are still at the beginning of the renewal process. With properly carried out employee surveys, we can track the progress of the integration process, and ensure that we continue in the right direction. We have wanted to get the personnel involved with the aid of employee surveys, as part of the system for providing feedback on our organisational development. In this I think we have done quite well. The results show that our strengths are in the communication of strategy and change, and in our genuinely open organisational culture. This culture maintains personnel enthusiasm for taking the initiative, and encourages supervisors to give feedback to foster better performance,” explains Uurto.


The seeds of success are planted in teams “We have been very pleased with Corporate Spirit’s employee survey concept, and with their way of supporting the organisation’s development. Particularly useful is the fact that we are experiencing a survey process that is clear and that internationally supports the development of our different activities. The end result and our investments are not just left at the level of a survey report – on the contrary, the solution is a comprehensive and holistic one. It ensures that the teams are led by their supervisors to select, process, and track our development measures,” Uurto says. Particularly significant for Ouman is Corporate Spirit’s model for organisational development. This model ensures that each team has the capability to reflect on what it is satisfied with, and on how the company can be developed together. Ouman’s personnel are well involved in the development process, and are supported by the intuitive Cixtranet reporting system. “When the results of the employee survey are ready, they are gone through in the teams under the lead of the supervisor. At the same time, the development targets for the coming year are selected. After this, the supervisors record the development measures in the Cixtranet reporting system, where they are available for the human resources department and for the management. Our HR experts take care to ensure that the development measures of all the units are worked on as part of our operations. This makes the desired change possible. The process inspires the teams, and also facilitates the development of operations from the perspective of each individual employee,” says Heikki Uurto. Strengthening engagement is everyone’s concern At Ouman, sufficient time is reserved for change and for


development of the organisation’s operations. There is a strong conviction in the company that engagement and enthusiasm are most effectively generated through multi-faceted development and collaboration. Ouman works hard to ensure that various kinds of employee benefits and incentives are genuinely rewarding for the personnel, so that they can truly experience success and meaningfulness in their work. This does not always succeed, and so the surveys and performance appraisals give concrete feedback for how the incentive systems need to be developed. The task of supervisors is to inspire and involve the staff in determining a strategy and then implementing it. “Engagement is created through cooperation between supervisors, management, human resources, and each individual employee. Our strategy is clear. We have tried to communicate it in such a way that our employees know what the strategy means for the company, and for their own work,” Uurto adds. “In addition, each of our employees knows their basic mission in the organisation. They recognise when their job has been done well, and when their work requires more development. The experience of the meaningfulness of our work is important to us. We believe that further reinforcement of supervisory work furthers the engagement of our employees.”

Ouman Ltd is a Finnish conglomerate specialising in real estate automation and energy efficiency, with expanding operations in the Baltic region. The company currently has a total of over 250 employees in Finland, Sweden, Russia and Estonia. Ouman’s core expertise is in the development of user-friendly and intelligent heat regulators, and in the optimisation of energy consumption.



Moving towards a shared goal



Oras Group is in a post-integration period. Four years ago, Oras Oy and the Germany-based Hansa Metallwerke AG joined forces in a merger of two strong tap manufacturers. At the core of the Group’s operations is a single shared goal: making the use of water easy and environmentally sustainable. Oras Group specialises in advanced sanitary fittings. The Group has achieved a strong position in its key market in Europe. Going forward, Oras Group is pursuing international growth with nearly 1,400 dedicated employees and two strong brands, Oras and Hansa. Oras Group’s products combine electronics with plastic and brass to create intelligent and beautifully designed sanitary fittings. Shared values point the way towards the goal The newly integrated Oras Group still has a young organisational culture. According to Sakari Toivonen, Vice President, Human Resources, value-based leadership is essential in Oras Group. “In value workshops involving management and personnel, we defined four core values for the Group: courage, fairness, effectiveness and openness. The example set by the management plays a key role in putting these values to practice. We aim to make it clear for the entire organisation what the values mean in each individual’s work and how they are reflected in day-to-day operations. The decisions we make in our daily work are guided by our values,” Toivonen explains.

“EMPLOYEE SURVEY IS USED AS AN ANNUAL DEVELOPMENT TOOL AT ORAS GROUP” Strategy-focused employee survey supports business development The results of the employee survey are used as an annual development tool at Oras Group. “Each team and/ or organisation reviews its results together, thinks about ways to build on its strengths and prepares an action plan based on the identified development areas. The Group’s HR function monitors the implementation of the measures and, if necessary, serves as a facilitator in the review sessions. The HR department has also participated in facilitator training for this purpose,” Toivonen adds. The engagement perspective of the PeoplePower® employee survey conducted by Corporate Spirit for Oras Group supports the company’s performance-oriented culture. The results of the survey help create the right

preconditions for achieving goals and implementing the strategy. “The employee survey is an important development tool for us. We have achieved strong commitment among supervisors and middle management to the long-term development of operations and ensuring the effective implementation of our strategy,” Toivonen explains. Key findings put into practice at the operational level Oras Group has a high response rate in its employee survey. The fact that the company conducts the survey creates expectations among personnel. The management is responsible for meeting these expectations. It is important that the process of development is maintained and that the concrete actions are visible to the entire organisation. Oras Group has implemented more than 150 development measures based on the results of the 2017 employee survey. Supervisors have received the employee survey well and Toivonen also highlights the role of the intelligent Cixtranet® survey system as an effective tool for organisational development. “We are particularly satisfied with the matrix report generated by the system. It provides each team with a useful overview of its results. The supervisors can then take the lead in digesting the results into concrete development areas,” Toivonen says. Success is created together Oras Group aims to put greater emphasis on collaboration. For an international company, it is important to create a consistent operating culture that highlights the employees’ responsibility for their own work. The employee survey has led the company to place special attention on developing the personnel’s prerequisites for working as well as efficiency and flexibility. “We want to genuinely engage our people in the development of Oras Group. We encourage our personnel to take responsibility for their work and develop their skills related to the working community. Everyone can think about ways to be better managed and operate more effectively,” Toivonen adds.

Oras Group is the Nordic market leader in sanitary fittings and one of the leading companies in its industry in continental Europe. The Group has two strong brands in Oras and Hansa. The Group’s parent company Oras Ltd has its office in Rauma, Finland, and the Group’s production facilities are located in Rauma, Germany, the Czech Republic and Poland. The Group operates in 20 markets with its own personnel. Oras Group’s annual revenue in 2016 amounted to EUR 245 million and it had 1,354 employees at the end of the year.




Comprehensive personnel experience creates well-being and strong performance The Martela Group has gone through an interesting transformation of its identity. Over the past few years, the Group has grown from a traditional furniture manufacturer into an expert in new kinds of working and learning environments. Founded more than 70 years ago, this Finnish family business is internationally recognised for its high-quality school and office furniture. Martela has now also established a strong foothold as a leader and expert in user-centric workspaces. The company’s personnel have been strongly involved in this process of renewal and they have shown enthusiasm towards developing their work as well as Martela as a whole. Martela One is an approach that is shared by everyone throughout the Group.

when it comes to workspace. Instead, work environments should be implemented on a user-driven basis. “We believe that the world of schools will also undergo substantial changes. For example, the Juteinikeskus school in Hattula, which we designed, is an exceptional learning environment that was developed in collaboration with pupils and teachers. The Finnish school system is globally admired, and this learner-centric school has impressed a number of visiting experts from different parts of the world,” Kaski explains.

“Many of our personnel have been with the company for a long time, but everyone has shown a lot of enthusiasm in getting involved in these changes. It’s important for us to operate the same way we tell our customers to operate – we take our own medicine,” says Maija Kaski, Vice President, Human Resources. “Long employment relationships affect the way individuals’ own identities are constructed so, understandably, deploying our new service offering has required a lot of effort and dedication throughout the organisation.”

According to Kaski, job satisfaction starts from knowing your place in the working community and having clear expectations regarding your work. The Martela Talent programme, which is used for internal competence management at Martela, starts from the employees’ individual strengths and leverages them to give people more spark and inspiration in the work they do. Each function in the organisation has its own defined higher level competencies linked to the strategy, and development efforts are based on the employees’ areas of interest.

Martela’s new organisational culture encompasses the desire to be a leader and a company with a strong capacity for renewal. Martela is a strong brand that the company’s personnel are willing to make a commitment to. The company’s products are familiar to practically everyone in Finland, as the Group manufactures workspaces ranging from classrooms to offices and public sector agencies. Martela’s Finnish employees, in particular, are very proud of their employer’s strong brand awareness. The Group’s foreign units, for their part, have received praise for the Group’s courage to transform itself. This renewal-oriented industry leader anticipates the transformation of work Martela keeps a close eye on global megatrends and strives to anticipate transformative changes in how people work. According to Kaski, the digital transformation that is currently having a strong impact on how work is performed should not, however, be a defining factor

“WE BELIEVE THAT A PLEASANT WORK ENVIRONMENT MAKES MONDAY FEEL LIKE FRIDAY” Martela uses the employee survey as a genuine leadership tool

“Teams prepare their own action plans based on their employee survey results and the implementation of the plans is monitored at the organisational level. The results of the survey are regularly revisited when discussing topics such as team structures and organisational development. The results also indicate how we in the HR function can support supervisors or their supervisors in development efforts,” Kaski adds. Teams with weaker results in the employee survey receive special support. Designated HR representatives have helped supervisors resolve issues by, for example, participating in team meetings and result review sessions. Regular follow-up on action plans has engaged supervisors in the development of operations Kaski says the aim is to approach the development process from a positive perspective, guided by the goals of the unit supervisors. One area that requires further


ONE MARTELA improvement is ensuring that supervisors who have received critical feedback, in particular, perceive the development process as a useful exercise rather than an obligation. For Martela, leadership is presence, authenticity and openness. In the company’s flat hierarchy, the management is easy to approach. The organisation is currently implementing extensive system reforms that have created challenges in internal communication. In problem situations, the management’s role is to support the personnel and look for solutions to the challenges by setting the right example. “For us, leadership is presence, authenticity and openness,” Kaski says. Work environments provide purposeful support for the new operating model. “During the system reforms, Martela has placed particular focus on communication. The use of internal meetings and electronic communication channels, for example, helps people know what is going on and work together to solve problems. Our work environments also support communication and the day-today development of operations,” Kaski explains. While the changes that are currently being implemented have been reflected in the results of the employee survey, Martela’s ambitious goal is to become one of Finland’s most inspiring workplaces.

The Martela Group is one of the Nordic leaders specialising in user-centric work environments. Established more than 70 years ago, the family business has production operations in Finland and Poland, and its main markets are Finland, Sweden and Norway. In 2016, the Martela Group recorded revenue of EUR 129.1 million and had approximately 530 employees.



Your partners in developing


Corporate Spirit is your partner in engaging people for success. Combined with our experience of 30 years and over 4,000 employee surveys, we are able to provide any international organisation with highly reliable benchmarks as well as knowledge to utilise them for added value. On the following pages we are proud to introduce our international partners, who enable conducting research and development projects and utilising the results locally.

This Is... Creating better organisations Organisation and leadership development practice ’This Is…’ has been Corporate Spirit’s partner in the UK and Ireland since 2003 – well over a decade. The company’s vision is to help their clients create better organisations. The company offers innovative and customised services to help organisations and leaders build high performance culture through transformation and change. “This Is… works with clients from a wide variety of sectors and of many shapes and sizes” says British-based Managing Director Dr Richard Plenty, “but they all share a common aspiration - creating better organisations. We help them develop effective, sustainable, customer-focused and engaging work environments where people are genuinely motivated. These kinds of organisations deliver excellent results and become very successful.” Richard Plenty and his principal colleague, Terri Morrissey, the Irish Chairperson and co-founder of This Is… prefer to work on long term strategic assignments where there is top level commitment to change. Terri explains “Some of our assignments last for many years as we help organisations to transform their culture. We work in partnership with our clients to develop a customised approach taking into account their specific circumstances. We always take a strategic business oriented perspective. We build leadership capabilities and capacity. All this requires commitment and

persistence from top leadership, but the results make it worth the effort”. Enhancing change and creating high performance culture “We work internationally but are fundamentally a UK and Ireland based networked organisation” Terri continues. ”Our network has a combination of top level management expertise, organisation and leadership development experience, executive coaching skills and business psychology/human resources background. “ The approach and methodology that This Is… uses is tailored and designed specifically for each client’s situation, but usually involves a mixture of consultancy, advice, facilitation, executive coaching, mentoring, and the design and delivery of customised leadership programmes. “We ensure as far as possible that our work is evidencebased and this is the reason for our cooperation with organisations such as Corporate Spirit who are experts in people analytics” says Richard. “For example, we work in cooperation with Corporate Spirit to support the ACI EUROPE AirPeople® Survey with most recent assignments in Naples and Bologna. Our focus is to work with airport top management to review results in the strategic context and ensure successful follow up. Corporate Spirit offers the AirPeople® employee survey and This Is… leads the development work - and the combination helps airports to create high performance engaging culture.”


“We help our clients to clarify what they want to achieve and how to go about change. We also help them diagnose, identify and resolve their major challenges. And we strongly believe it is important for organisations to build their own capability and capacity to solve problems for themselves”, concludes Richard.

“WE HELP OUR CLIENTS TO CLARIFY WHAT THEY WANT TO ACHIEVE AND HOW TO GO ABOUT CHANGE” The future of British companies lies internationally As a company which works in both Ireland and the UK, both Richard and Terri view the ongoing BREXIT negotiations with the EU as an unwelcome distraction. “BREXIT has created a large amount of uncertainty” say Richard and Terri “and we must ensure this doesn’t have a dampening effect on European collaboration.”

Dr Richard Plenty, Managing Director

Richard’s view is that the fundamentals in the UK remain very strong, with many advantages for companies based there. “Some of the best British companies are visionary, creative, agile, entrepreneurial, and internationally focused”, he says. ”They attract high quality international staff and have an outward looking spirit. Whilst I believe BREXIT will cause challenges in the short to medium term as British companies adjust to the new realities, there will be opportunities as well as losses, particularly for companies agile enough to take them.” Terri concludes “In the future we will continue to work on creating high performance culture and developing our thought leadership’ credentials. We are aiming to write a book on uncertainty and change in 2018”.

Terri Morrisey, Chairperson and co-founder



Your partners in developing


IMPAKTOR Impaktor is a management consulting company based in Norway. The company represents Corporate Spirit in the Norwegian market and the two companies share a passion for customer service excellence and high quality standards. The core business of Impaktor is to enable organisations to become smart and healthy. Their services consist of leadership development and training, organisational analysis and evaluation, change management advisory and expertise for hire within HR development. People empowerment as key focus Impaktor was founded three years ago and is fully owned by its four partners with shared background as colleagues in other consulting companies. Each consultant has more than 20 years of consulting and leadership experience. Both as individuals and a team Impaktor’s consultants have a strong track record of successful projects within the core areas of expertise. Impaktor aims to create a partnership spirit with its customers, designing and implementing tailor made solutions together, combining both parties’ know-how and ability to deliver the desired change. In their services they rely on a vast range of methods and tools that are science based, well proven and recognised in the industry. “We assist our clients in creating and implementing clear ambitions, goals, strategies and plans through consistent leadership and communication with strong attention to people empowerment and engagement”, explains Managing Partner Eivind Garshol. Making an impact with strong partnership Impaktor’s main contribution, across their different services, is the way they link their deliverables to the

desired business outcomes of such efforts. The relevant feedback will be clearly communicated to customers when it comes to improving their organisation through change. “We work with clients both in public and private sector, ranging in size from several thousands of employees to smaller organisations with less than ten employees. We have a strong focus on and sense of what impact we make (that’s why we call our company Impaktor) and that the impact is the right one and a direct result of our contribution”, Garshol says. “One example is our partnership with Corporate Spirit, giving us access to their sophisticated surveys and technology. We really enjoy the opportunity to represent Corporate Spirit in Norway and our customers are extremely satisfied with the services we offer together”, Garshol continues. Helping clients in mastering continuous organisational change The main goal of Impaktor is to be recognised as one of the best consulting firms in Norway by their customers. The company wants to create new and efficient solutions for their customers. “To offer “top-notch” solutions is much more important to us than growth in size, revenue and profit. We have come to realise and appreciate that our present and future success rely on our ability to enjoy what we do and


achieve together as close colleagues, and in partnership with our loyal customers”, Garshol explains. In 2018 Impaktor plans to publish a change management handbook with a comprehensive and practical tool-box for mastering continuous organisational change and development. The book will consist of both validated change methodology and some of their own methods and tools developed through customer projects. Norway is well prepared for the digital era


The future for Norway looks pretty bright even though there are some concerns about the Norwegian society’s ability to make the transition from oil dependency to other areas of wealth creation. Many Norwegian companies were impacted by the downturn in the Oil & Gas industry, but in general they have already recovered and the optimism is back. Norway was in a Finnish study recently named as the number one country in the world as best prepared for the new digital economy, which indicates great opportunities for both public and private sector. “After many years of strong performance, both as a nation and for many of the large industries in the private sector, I think the main common strength is the high level of (self ) confidence and ambitions to match this. Norwegian companies believe in their ability to compete, home and abroad, which was not always the case. Impaktor enhances and helps shaping the Norwegian organisation’s mentality of future success”, Garshol points out.

Eivind Garshol, Managing Partner



Your partners in developing


BREITENSTEIN CONSULTING Breitenstein Consulting offers a holistic, scientifically-based and solution-oriented approach to professional Change Management Consulting. The company provides expert support for the entire duration of a Change Process by means of customised employee workshops, assessments in addition to individual and group coaching sessions. In co-operation with Corporate Spirit Breitenstein Consulting markets consulting and survey concepts to its existing and new clients in the German, Austrian and Swiss markets. Breitenstein Consulting thrives on helping others. The company’s approach is not to sell as many consultant days as possible, but rather to design a Change process that will ensure sustainable implementation of desired changes for the clients. Clients do not receive out of the box solutions, but rather are encourage to “own” their change process. Every change process Breitenstein Consulting designs is tailor-made to the needs of the clients. “Change is the common denominator for everything we do. And no matter what the industry is nor what the challenge is, at the end of the day, it is all about people. And I am passionate about helping the people understand the need for change, the role that they can play and the benefits for them and their company”, says Tim Bookas, Founder, Partner and CEO at Breitenstein Consulting.

The company has international management experience and has used all the relevant tools and instruments during it’s time in industry. This knowledge and experience Breitenstein Consulting wants to pass on to others, which is why the company enjoys working with specially selected developing talents and high potentials from the organizations of it’s clients. The company’s approach to consulting is thus also closely linked to Talent and Team Development. To maintain objectivity and transparence, and to detect challenging situations soon enough to address them before they hamper the success of the change process, Breitenstein Consulting employs a variety of qualitative analysis tools – from Corporate Spirit’s Employee Engagement Surveys and Pulse Checks through to 360° Feedback and Culture Assessments. Co-operation


between Corporate Spirit and Breitenstein Consulting ensures the highest levels of quality and confidentiality in the data capture process and the team of analysts capture the essence of the data in an easy to understand format which clients can immediately use to derive measures for next steps. Breitenstein Consulting was founded by Tim Bookas in 2006, after his successful Siemens career spanning 30 years. During his time at Siemens, he supported M&A’s, Change Processes and Leadership development. Since its founding, the Breitenstein Consulting team has been steadily growing and today its team consists of diverse and highly skilled Consultants. Since 2012, Breitenstein Consulting has been located at the Altheimer Eck 7 in the city center of Munich. An integral part of the Breitenstein Consulting concept, is its seminar hotel, Berghotel Breitenstein, which is a perfect location for Senior Management Retreats, Leadership Development and Team Building events.

Tim Bookas, Founder, Partner, CEO




Your partners in developing


Corporate Spirit Ltd | Metsänneidonkuja 8 | FI-02130 Espoo | FINLAND TEL. +358 9 452 0730 |


Meadside West Hill Avenue Epsom | KT19 8LE Surrey | UNITED KINGDOM TEL. +44 1372 801 354 | fax +353 1617 7811 Dr. Richard Plenty | Managing Director | +44 7768 7732 |


Sehestedsgate 6 | 0164 Oslo | NORWAY tel. +47 913 72 696 Eivind Garshol | Managing Partner | +47 913 72 696 |


Altheimer Eck 7 | DE-80331 Munchen GERMANY tel. +49 89 41 200 565 | fax +48 89 41 200 567 Tim Bookas | CEO | +49 160 969 48538 |


Profile for Corporate Spirit

SPIRIT 2017  

Corporate Spirit's Customer Magazine - Engaging People for Success

SPIRIT 2017  

Corporate Spirit's Customer Magazine - Engaging People for Success

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