KEV ennakointiluentosarja osa 5

1. Tulevaisuuden organisaation rakentaminen –
caset Reaktor ja Stora Enso
VNK verkkoluento 26.4.2016
Professori Markku Wilenius
Tulevaisuuden tutkimuskeskus, Turun kauppakorkeakoulu
Turun yliopisto

2. • Parikymmentä vuotta tulevaisuuden tutkimusta
• Yhteiskuntatieteissä peruskoulutus,
tohtorintutkinto ilmastopolitiikasta 1997
• Ankkuripaikka Turun kauppakorkeakoulun
tulevaisuuden tutkimuskeskuksessa
• Tulevaisuuden tutkimuksen professorina 2004-
2012 ja 2014-
• Tutkimuskeskuksen johtajana useita vuosia
• Lukemattomia hankkeita, aiheina
tulevaisuuden ilmastonmuutos, kulttuuri,
teknologia, ruoka, energia jne jne
• Kolmen säätiön puheenjohtaja
• Maailman suurimman yksityisen
vakuutusyhtiön Allianzin strategiayksikön
johdossa ja konsulttina 2007-2010
• Konsultoinut presidenttejä, valtioneuvostoa,
vetänyt ja osallistunut moniin komiteoihin
• Konsultoinut yrityksiä ympäri maailmaa
• Rooman klubin jäsen
• Mukana parissa start-up -yrityksessä
Who am I?
Mitä olen tehnyt?

3. Lähtökohdat
1) Missä kehitysvaiheessa
olemme?
3) Tulevaisuuden
työelämä?
2) Tulevaisuuden
avaintrendi?

8. OECD:n mahti kutistuu kuudennessa aallossa
Lähde: OECD

10. 17.5.201610
Miksi meille on käynyt näin?
80
85
90
95
100
105
110
115
120
125
130
135
140
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014e2015e2016e
USA
Alankomaat
Sveitsi
Ruotsi
Saksa
Suomi
Lähde: OECD, Economic Outlook 2015
Indeksi, 2005=100

11. Hajautetut työmarkkinat Hajautetut energiaratkaisut
Hajautettu tietoteknologia Hajautetut organisaatiot
Hajautettu
älykkyys voittaa
kuudennessa
aallossa

12. Kaikki taloutemme virrat tulevat saamaan
uutta virtaa älykkyydestä

13. How to create an organization which
• Performs brilliantly
• Employees are happy
• Customers are grateful
IS IT POSSIBLE AT ALL?l

14. Know-how in
individual companies
and processes
Smaller production
teams
More complex work
profiles/environment
The growing role of
personal skills
The continuous rise
of quality
requirements in
production
Rapid aging of
technical
qualifications
Simultanoeus fast
learning and
dismantling of old
learning
Defined tasks
disappear as content
of the work changes
rapidly
Needed: new modes
of organization
Changes in working life

15. Detecting the great paradigm shift
• Focus on processes
• Hierarchies
• Obsessed with success
• Using known remedies
• Immediate action
• Enforcing uniformal behavior
• Bias towards experts
• Focus on people
• No hierarchies
• Learning from failures
• Finding new remedies
• Immediate reflection
• Encouraging different opinions
• Empowering employees to
use their experience
Classic scientific management New school of management

16. Why did we study Reaktor Company?
• Magnificent long-term
performance according any
indicators
• Pioneer in human-centric
organization
• Conscious effort to create
break from old ways of running
business

17. All the work in Reaktor is based on
self-managed teams
• A team is a small group of individuals with complementary
skills, committed to a common goal and a shared way of
working. A team considers itself jointly responsible for the
outcome of the performance.
• A team is considered to be self-managed when it possesses
the ability to plan, perform, oversee, and assess its own
functioning.
• A central requirement for self-management is that the team as a
collective needs to create a model for shared leadership,
where the members of the team agree on being lead by each
other, and each member also commits to providing leadership
to others.
• Groups create social rules that enable
the organizing of work in the team.

18. Agile working methods are
at the core of Reaktor
Client team comments of the way of
working:
”Relaxing way of doing things”
”Easy going explanations of difficult IT-terms
is nice”
”Refreshing with new ways of doing things”
”Feeling of having to justify ones opinions
more than usual”
• ”Daily” team gatherings and the tasks presented on the
board visualizes the steps to the client , helps to prioritize
tasks and allows each member to focus on one thing at
the time
• Everyone participates in planning & reflection of how
things could be done even better andwhat needs to be
taken into account
• Execution and testing is done in pairs

19. How Reaktor operates
1) Power and responsibiity about a project reside in the team doing the work.
2) The teams work autonomously of the headquarters, but get support if needed. HQ also acts
as a community platform, where informal interaction with all the other Reaktor employees is
happening (this is also actively promoted, people encouraged to get to know each other).
3) The teams are relatively fluid in terms of membership: new members are appointed and old
members shift teams during the project. The Reaktor way – company culture –
as well as careful recruitment make this possible.
4) The teams do not have roles (team leaders etc.), but everyone does everything. There are
differences in professional expertise, but all participate as equals in team dynamics.
5) The project work is based on communication: consulting the colleagues both in the team
and through virtual channels (support and expertise from colleagues in other teams is
readily available and volunteered). The teams work directly with the customer.
People, whose opinion is needed are contacted directly, not via their superiors.
Direct communication preferred over meetings. Little written documentation but extensive
information sharing resources.
6) Conflicts and issues are mediated primarily within the team by the team members. Reaktor
has at its disposal external facilitators who can be used to help, and also
Reaktor employees have been given facilitator training.
7) Decisions about the project are done by individuals in the teams. As a basic rule, one can
make a decision after consulting colleagues. One does not have
to take the advise of the colleagues, but it is mandatory to ask
for feedback before making a decision.

20. Reaktor way as manifested on different levels
Company says Teams say Our observations: Teams do Client says
Community ”Our team feels like family” Collaborative decision making: Everyone’s opinion matters ”Hi honeys”
Focus on doing ”We don’t book meetings” Passive resistance to meetings practice, but seek to solve the
issue immediately so that the project proceeds.
Natural and
spontaneous co-
operation
Empowering
the teams in
decision-making
”We don’t want any asshole
bosses” ”There are no fixed
roles”, ”The one who happens to
be around will communicate with
the client”
No corporate ladder to climb, team members are treated
equally. Challenging the team to better performance with
constant sparring and leading collective self-control: ask ing
e.g. How effective do you think you were today?
Need to justify
own opinions
Minimizing
bureaucracy
”It’s everyones responsibility,
you don’t have budgets at home
either do you?”
People have the power to act immediately according to own
judgement. They feel responsible. People are free to focus on
what is most important.
At first confusing,
but effective
results
Quality work ”No flaws, let’s get it right from
the beginning”
Costant testing is essential, other person tests, team
pressure, coaching other team members
When will things
be ready?
Solely high level
professionals
”we just do it”, ”only competence
matters, not a degree”
Learning by doing, team or extended team helps: ”If we don’t
have the knowledge, we find out together how to do it”
How can we
trust?
Constant
questioning of
given models,
even own
existing
practices
”How could we do it even
better?” ”What could go wrong?”
”How do you feel today?”
They pioritize and focus on what is necessary and timely. A
lot of visualization: tags who does what now, planning
together before doing.
Takes time but it
is important
Social fit of
employees a
priority
”We want to recruit active people
with hobbies and interests” ”How
could I improve myself as a
person or as an employee?”
They want to recruit the kind of people they would like to hang
out on their freetime. They recruite new team members
themselves. They invite family members to team gatherings.
Participating in
team
competitions &
common hobbies
200 years focus Fast fail Teams focus on the task at hand. Too much focus
on instant tasks

21. What if company is a tribe?
Comparison between Reaktor teams and Maori tribes
Photo: www.reaktor.com
Reaktor is a creative technology company
400 employees in Finland, U.S. and Japan
Maori are the indigenous people of
Aotearoa New Zealand (www.maori.com/aotearoa)
Photo: Jimmy Nelson

22. Theory: Social structures of society systems
Different levels are interconnected in value co-creation (Chandler and Vargo 2011)

23. Comparison of practices
Māori
no shoes
the hongi
(traditional greeting -
the exchange of the
ha, or breath of life)
haka
(posture
dance performance)
pūkana
(widening of eyes to
demonstrate passion
and deep-felt
emotions)
Reaktor
no shoes
welcome
daily,
demo
retro

24. Reaktor-model in a nutshell
At Reaktor the success is based on trust among the Reaktorians
throughout the organisation:
- Low threshold of contacting anyone in the organisation
- Personal, informal relations among the workers
- Honest feedback and generous information sharing
- The teams are not fixed, but members can be interchanged
- The teams have control over their work, but need to give rational
justification for their actions. The whole team needs to be able to stand
behind the decisions made in the team (does not however require
consensus about everything).
- The employees at Reaktor see a direct correlation with the success of
the firm and the success of all the employees: through bonuses for
everyone based on profit-making, but also on a more universal level
(”we want to still be around after 200 years, and we are the group who
is going to make it happen”). Ownership also
gradually offered to all the employees (previously
owned by around 10 senior founders).

25. Preliminary managerial implications
for Stora Enso
- Rethink all practices
- Encouraging informal networking and personal relationships within the
organisations: community focus.
- The community’s effort to enhance teamspirit and dynamics is a natural
part of every day.
- Focus on communications: Collective knowledge is actively shared and
greatly appreciated. Knowledge and problems are shared collectively.
Information is shared from the ”bottom up”: employees inform the higher
level and they involve the highest level if necessary.
- Physical or virtual meeting place providing platform for communication.
- Gradually shifting authority from leaders to teams (relational leadership).
- The employees to have a real stake at the decisions that have an impact
on the work.
- Headquarter’s role from directing to supporting the work.
- Clear vision of WHAT is done, for WHO, and freedom to decide HOW.

26. “Being self-organized simply means that our teams have the freedom to choose how they
work, observing any conditions set by the client or the project itself. To reach and enact a decision,
the team doesn’t need to consult our executive group or anyone else from the head office. In fact,
the main function of the head office is to facilitate the work of our teams by means of financial
management, sales, recruitment, and administrative support…Indeed, one way to think of Reaktor
is to consider a group of networks, or links between people without an imposed hierarchy. The more
links between people and the stronger these links are, the stronger the network becomes.”
http://reaktor.com/blog/how-reaktor-grew-without-hierarchy

27. Tärkeintä on eteenpäin katsominen
ja jämäkkä ote…

28. Omalle mukavuusalueelle…
…ei voi jäädä lepäämään…

29. Vain siten pääsemme eteenpäin!

30. "Heavier-than-air flying machines
are impossible.” -- Lord Kelvin,
president, Royal Society, 1895.
"There is no reason anyone would want a computer in their home."
-- Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977
"Drill for oil? You mean drill into the ground
to try and find oil? You're crazy."
-- Drillers who Edwin L. Drake tried to
enlist to his project to drill for oil in
1859.
“I think there is a
world market for
maybe five
computers."
-- Thomas
Watson,
chairman of
IBM, 1943
"Who the h_ll wants to hear actors talk?"
-- H.M. Warner, Warner Brothers, 1927.
We should not listen to those who think it is not possible…

31. Lisää asiasta äskettäin ilmestyneestä kirjasta

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Menestystä!
markku.wilenius@utu.fi