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Valmet invests in management team operations and cooperation

The goal of the Valmet Technologies management team development process was to examine the management group’s own operations and interaction. Understanding the big picture and recognising one’s own role was important to the new composition. Another goal was also to develop meeting work in cooperation: to increase sparring and invest in the quality of virtual meetings.

Our development process pushed us forward immensely as a management team. Our meetings are now better and we have tools that enable us to further develop our operations. Humap’s presence brought us much added value, says Sami Anttilainen, Valmet Technologies Technology Manager.

Our work is hectic, and everyday challenges often come before development. Developing an organization takes time and courage. It would be easier just to forget development projects, as asking questions and starting discussions is demanding for managers. At first, it is not easy to detect what we should genuinely start working on. However, operations do not evolve without cooperation, so it is important to include everyone in the process.

PAUSING IS SOMETIMES THE BEST WAY TO MOVE FORWARD

Cooperation with the management team of Valmet Technologies began from a cooperation experiment offered by Humap that roused Anttilainen’s interest. The new management group had been built a few years earlier and included 16 people from four different cities. There seemed to be a demand for pausing together.

We had to consider what we could do differently. Humap helped us to see things in a new light. In a large management team, the sheer number of people challenges you to find suitable working methods as open discussions are often challenging. Our management group meets every two to three weeks, and now that we have received support for virtual work, we are all familiar with Skype for Business, says Anttilainen.

According to Anttilainen, the steps taken by the management team have varied in size. In addition to investing in the quality of virtual meetings, the management team started sparring, and meetings are now much better prepared, so that all members of the management group can participate in the work. It has also been agreed to calm the beginnings of the meetings. Everyone is responsible for opening the collective meeting in turn, so that people are able to forget the everyday hustle together as they put on their headphones. Additionally, face-to-face days for the management team are arranged to complement the efficient Skype meetings so that sheer performance is supplemented with reflective activity.

At the moment, I feel like we, the management team, share more things with each other than before. We have paused to observe the big picture and recognised what we are doing well and what has room for improvement. We also discuss successes and failures together. The process has absolutely had an effect on us. These teachings are rooted in our operations, says Anttilainen cheerfully.