Taking control of building the brand Until 2012, communication matters in Kesla had been handled largely by each person alongside their own work. Much of the visible work had been outsourced. When Mika Tahvanainen was appointed Marketing Director of the company in 2012, Tahvanainen set one condition for his accepting the post: the company must hire a marketing communications professional. “It was already agreed at the interview stage with the then CEO that a full-time specialist would be sought for marketing and the main responsibility for building the brand’s core would be taken into our own hands.” According to Tahvanainen, it was not easy to convince the CEO of the importance of the matter. “I pressed quite hard on the issue because I thought it was very important for the development of the company. I think this is one of those really big changes – it is a big cultural change about understanding of the importance of communication.”
Communications
Success in planning and implementing internal
as a performance factor
94
communications depends to a large extent on the level of commitment of the company’s management to communication. In 2010, Kesla did not
Marketing Designer Miia Tirkkonen describes Kesla as a traditional engineering house, which ten
have a designated full-time communication office.
or so years ago had not yet internalised the importance of communication. Digitalisation, the im-
Today, Miia Tirkkonen is assisted by Marketing
portance of employer image and the pressure of global competition have been such strong drivers
Assistant Aleksandra Ihno. Tirkkonen cooperates
of change that even an engineering house has found the flexibility and will to think in new ways.
closely with Human Resources Manager Maria
Communication is leadership, commitment, moti-
We communication professionals need to be
vation and at the same time a service and its con-
able to push things forward, sometimes against
tinuous development. External communication
the wind.”
does not work without internal communication,
Kesla operates in three factory locations in Ilo-
emphasises Miia Tirkkonen, tackling the age-old
mantsi, Joensuu and Kesälahti. The total number
misconception that the necessary information
of employees is around 250. Open, understand-
would just fly by itself from one workplace to an-
able, honest and prompt communication is not
other and from one person to another.
only a key part of leadership, but also the key to
“A typical situation is that people in different parts
employee engagement and motivation.
of the organisation do their work incredibly well.
“It’s incredibly important that the whole crew un-
They create many great innovations, services
derstands the whole thing. When every employee
and products. But unless things are relayed and
understands what is going on in the business, the
communicated onwards, the work done does
company’s values can actually become practices,”
not bring benefits. Communication is needed.
says Tirkkonen.
Mustajärvi in the implementation of the company’s internal communications.
Operating environment change Competition in the global market is intensifying. The importance of meeting the end customer is becoming increasingly important. At the same time, companies are competing for skilled labour. All of the above are big issues that can also be influenced by communication. “The communication aspect should be included in everything,” says Tirkkonen. Over the last 10 years, the communication environment has more or less turned upside down.
