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Working life is changing more rapidly than ever. Finland is a leader in the management of digitalisation, data, human-centric development and multi-location work. New ways of working, data interpretation and conclusions are key success factors for organisations. There is great demand for the transformation of work and its management, and these should be on the agenda of every board of directors and management team.

During exceptional times, new approaches have been adopted to choices and opportunities related to working life. Before the pandemic, 90% of knowledge workers worked in an office, and practices had been built around the local work model accordingly (Accenture 2021). We have noticed that 68% of organisations do not have a deeper understanding of the new ways of working (McKinsey 2021), even though 94% of employees are ready to transfer to the new model of work (Howspace 2021). Our conclusion is that leading organisations into a new era is inevitable in 2022.

There are indications that, over the past two years, changes set in motion by the pandemic have been reflected in the operations of organisations as:

  • Smaller carbon footprint
  • Reduced costs
  • Higher productivity

The new practices of work are also stressful in a new way, and organisations are more prepared than before to invest in more responsible development, better working culture and learning together.


The three main challenges of hybrid work have been identified to be a lacking sense of community, difficulty in maintaining a strong and consistent organisational culture, and an overflow of meetings and messages (Howspace 2021). According to a study, the weekly meeting time on Teams has more than doubled (148%) from 2020 (Microsoft 2021). Up until now, the transformation of work has meant transferring old practices unchanged to an online environment, where they tend to become even more ineffective. The large number of meetings is causing stress everywhere, and meetings are taking up too large a portion of experts’ and managers’ working time.

Organisations are facing new challenges, because a common approach to the new situation has not yet been established. Successful organisations will create a model that contributes to the consistent and harmonious development of people, work and business operations and the optimal use of the latest technology. Both employers and employees benefit from seeing and experiencing work in a new way. This enables the redistribution of financial investments, as well as investments in time management. According to an EY study, companies can save around EUR 9,500 per employee, and employees can reduce their commuting costs and time. It’s time to update managers’ ways of working and inspire people to build new human-centric approaches together! We challenge organisations to reduce their number of meetings by as much as 75%, increase their number of innovations by 50% and ensure that everyone can experience community and the importance of their work as part of the whole.


With technological development and the increasing use of artificial intelligence, the management needs to focus on interaction between people, as well as on managing learning and innovation capacity and building even more responsible organisations. Change always evokes emotions and reveals the essence of the organisational culture. Trust is invaluable data, but it has been difficult to make it visible. When people are encouraged to see and experience work in a new way, it is important to make visible what they trust and what they do not yet trust. With the help of the latest data analytics and collected information, it takes only 48 hours to make future trends, risks, trust, cooperation and employee and customer experience data available to the management to support decision-making.

In other words, human energy – the most valuable capital of an organisation – can be made visible in real time. However, this alone is not enough. Data interpretation and conclusions are key success factors for which the management needs new competence. With the help of real-time snapshots and high-quality decisions, the management can focus the development of business operations and culture correctly. In so doing, they will remain up to date in a rapidly changing environment. Furthermore, when we combine the opportunities offered by the latest technology with multi-location work skills, we can take the management of time- and place-independent work to a new level.


We have led the way in these developments since 1999. Our comprehensive development work has been driven by a systemic human-centric approach, community learning and digital opportunities. By responding to the changing needs of working life, we have sought to shape technology in line with people’s needs, and not the other way round. We have sought to renew organisations and individuals’ experiences of work. We have sought to enable new ways of thinking, learning and working in which high-quality collaboration plays a key role. Our leadership map has guided organisational culture towards self-direction and shared direction.

Humap organises transformation journeys that create a comprehensive and sustained capacity for change. During the journey, the board of directors and the management team will form a real-time snapshot of the operating environment and will be able to make plans that have an impact on the essential aspects. Humap consultants provide practical tips that make it possible to build a bridge between people, strategy, management, collaboration culture and new practices. We are travel guides who help organisations create new maps, choose the optimal routes and overcome even the most difficult obstacles. Howspace enables a shared direction, the use of social capital and a unique digital journey together with people.

We invite you to lead your organisation into a new era. The new era of leadership has already begun.

This article was written by Terhikki Rimmanen, CEO of Humap, and Ilkka Mäkitalo, CEO of Howspace.



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