Helene Auramo from Zipipop discussed how the social media makes leaders, not just organizations transparent. Antti Koskelin, the CIO of Konecranes, pointed out how the [your favourite letter here] generation spoiled by Google and friends will just not accept the unusable enterprise software and ICT policies (could not agree more!). Minna Elomaa gave a nice presentation about the change management she successfully did at Tapiola Group: repeat, repeat, repeat, that is!
The highlight was absolutely the yearly strategy award. The winner Kimmo Suominen sees strategy as a narration that is consumed!
In my presentation I tried to open up the hopefully successful Futurice strategy and leadership principles. The slides are in Finnish, so here comes a short English summary:
- for us the business model and other "hard" strategic building blocks are relatively straight-forward. Far most interesting are the people. How we create a community of professionals that is skilled, desired, trusted in a sustainable way.
- "Trust is good, control is better", famous quote from Mr. V.I. Lenin. I disagree. Could we instead make trust a core of our strategy? Yes, it is not an easy path, but maybe worth walking!
- People first, then strategy. Jim Collins: "first right people on the bus ... then figure out where to drive."
- Futurice decision making principles: 3x2, "The one who promises is the one who delivers", 100% transparency, functions and roles are bad, business thinking for everybody, share everything, agile decision making on the front-line
- Futurice practices
- Nassim Nicholas Taleb taught how the world becomes more non-gaussian. The black swans rule. How does it change your business? Most (all?) of the established organizations are poor in utilizing these opportunities. Do you leave it for start-ups only?
- Or as Lenin put it: "Revolution is impossible without a revolutionary situation, furthermore not every revolutionary situation leads to revolution."
- Agile software development model is an encouraging example of how a modern, empirical, non-hierarchical approach can change the way one major business operates.
I also wanted to point out that single case examples like this are not very reliable source of information. Maybe we just have been lucky!