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Valmet invests in management group operations and quality of cooperation

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

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

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

Cooperation with the management group 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 were forced to think what we could do otherwise. Humap helped us to see things in a new light. In a large management group, the sheer number of people challenges you to find suitable working methods as open discussions are often challenging. Our management group meets every 2 to 3 weeks, and now that we have gotten support for virtual working, we are all familiar with Skype for Business, Anttilainen explains.


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

At the moment, I feel like we, the management group, share more things with each other than before. We have paused to observe the big picture and recognized 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, Anttila says cheerfully.