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Teal in Corporation workshop @Fortum
- 2. AGENDA 9.00 - 9.30 Breakfast 9.30 - 9.40 Welcome! (Ville Lestinen, Ann Boije af Gennäs) 9.40 - 10.00 What is Teal? (Topi Jokinen) 10.00 - 10.20 Fortum MWB: Establish a Culture of Speed and Agility - Why? (Ann Boije af Gennäs) 10.20 - 12.20 Group work (Samuli Savo & All) 10.20 - 10.30 Instructions 10.30 - 11.30 Group discussion 11.30 - 12.20 Findings 12.20 - 12.30 Closing words (Ville Lestinen)
- 3. From Control to Self-management, from Orange to Teal Information Discussion Summary Self- management in corporate, reasonable or not? MWB Establish a Culture of Speed and Agility Teal Suomi TEAL IN CORPORATE WORKSHOP – What is this?
- 4. 4 Fortum in brief For a cleaner world 64% of power generation CO2-free - in EU 97% Some 8,000 energy professionals Nordic and Baltic countries, Russia, Poland Core competences in hydro and nuclear power, combined heat and power production and in operating on energy markets, circular economy Energy-related products and expert services 1.3 million electricity sales customers Figures: 2015
- 5. 5 Safety
- 6. WHAT IS TEAL? Topi Jokinen
- 7. “The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic. – Peter F. Drucker
- 8. A STORY ABOUT DUTCH NURSING SYSTEM
- 9. > 2 BILLION €Cost savings for Netherlands since it’s founding in 2006 80 %Marketshare of home care in Netherlands 10 000 employeesWho work with no bosses
- 10. Self-management Wholeness Evolutionary purpose Source: Laloux, 2016. Reinventing Organizations. An Illustrated Invitation.TEAL ORGANIZATIONS
- 11. FORTUM MWB: Establish a culture of speed and agility - why? Ann Boije af Gennäs
- 12. Fortum’s Must-Win- Battle Establish a culture of Speed and Agility Espoo August 17, 2017 Ann Boije af Gennäs, Corporate Strategy ‘Teal in Corporate’ workshop
- 13. “The world is changing, energy is changing. Our role is to make the energy transformation sustainable, with solutions optimal for different markets and regions. This will help us to stay competitive.” CEO Pekka Lundmark
- 14. The global megatrends affecting our industry Urbanisation Digitalisation, new technologies Active customers Climate change and resource efficiency
- 15. Our Change Journey started over a year ago… • Spring 2016: New CEO, new corporate strategy and new organizational structure • Spring 2016: Introduced our Change Management programmes (Customer, Speed and Agility, Digitalisation, Volatility, Regulation). • Each program has a programme Lead and an executive sponsor § Virtual teams were formed dependent on who got engaged and who had the change ideas § Any person could get engaged quickly and come up with ideas § The MWBs act as catalysts around the organization and a framework for creating change § Act as role-models for working in a new more agile way § KPIs have been created for each MWB 5
- 16. Finding Speed and Agility in the organization… We are driving a corporate cultural change! 6 Situation awareness leading to timely high-quality decisions Way of working – lean operating model leading to fast and agile implementation Culture leading to highly engaged, empowered and motivated people Focus areas for establishing a culture of speed and agility Clear link between agility and corporate performance!
- 17. Some Challenges when working with MWBs and Change… How to get mid-management and Team-leaders to join the change and to be role-models of change actions Empowerment… How to communicate the Change and get maximum impact Cultural change takes time… 7 How can Fortum leverage on self- managed teams? Certain key areas? Would it in turn be easier to create change?
- 19. GROUP WORK Samuli Savo
- 20. 7 groups (max 10 person each), each has a facilitator from Team Suomi -community Flow: 10 mins instructions + moving into groups 60 mins group discussion about Teal 50 mins common session to collect findings Location: 3 groups will stay in the auditorium and 4 will work just outside the auditorium INSTRUCTIONS: FLOW
- 21. INSTRUCTIONS: DISCUSSION THEME Discussion focused on 3 key principles of Teal 1. Purpose 2. Wholeness 3. Self-Organization Three questions: A) What challenges an established corporate has in bringing Teal principles into action? B) What methods could make it easier? Any good methods you have experienced personally? C) How Fortum could progress their MWB further leveraging Teal principles?
- 22. Teal Principles Challenges in corporate? What methods could help? Ideas to Fortum MWB? 1. Purpose 2. Wholeness 3. Self-Organization
- 24. We are a self-organising community whose purpose is to promote Teal principles in Finland WWW: tealsuomi.fi Facebook: www.facebook.com/groups/tealsuomi/ And soon also launching a Co-Operative to provide legal body and platform for the activity WHAT IS TEAL SUOMI AND HOW TO JOIN?
- 25. THANK YOU for contributing today!
Notes de l'éditeur
- I am really grateful that Fortum was the first corporation to organize an event where we can talk about a more fulfilling way to run our organizations. I think this fact tells a lot about Fortum as a corporation. For example the effectivity of power plants are measured by the ratio called availability factor. The better the availability factor, the less time the power plant is out of the game, so they can produce more electricity. Fortum’s Power Plants availability factors are amongst the best of the world. So clearly the people at Fortum are doing some things really right! And I would claim that this would not be possible without open mindedness of the people at Fortum to look at also maybe some unconventional ways to make things better. And I am so excited that the people at Fortum are also interested in new ways of running an organization. Some 2300 years ago, Greek philosopher and scientist Aristotle proclaimed that women have fewer teeth than men. And this idea was accepted in the western world for almost 2000 years – until someone had the most revolutionary idea: Let’s count! The scientific thinking of formulating and testing a hypothesis is so ingrained into our thinking today, that we find it hard to understand why smart people would just trust authority and not put these assumptions to the test – and just count the teeth. But scientific thinking just wasn’t around until somewhere in the times of industrial revolution – from where our present thoughts of running organizations and management are inherited. But what if our thinking too, is simplistic? What if future generations look at our way of operating as childish? Buurtzorg story Since 19th century, every neighborhood in the Netherlands had a neighbourhood nurse who would make home visits to care for the sick and the elderly. In 1990s the health insurance system came up with a logical idea: why not group the nurses into larger organizations? -> Economies of scale merging of organizations to get even better economies of scale Tasks were specialized Planners were hired to make the daily schedules and optimize routes for the nurses call centers regional managers and directors were hired time norms were established: injections 10 minutes, bathing 15 minutes, changing of compression stocking 2,5 minutes Basically everything makes sense, right? But what about the results? Patients have lost the personal relationships with nurses: new nurse might come every day hurried nurses often don’t have time to check the medical histories or listen to the patients needs Nurse gives bandage, gives the shot and then is out the door nurses found their job dissatisfying patients were not happy at all managers were also dissatisfied - supervising their direct reports, paying close attention to budget variances, double checking each request for resources Buurtzorg Founded 2006 by Jos de Blok, who had been a nurse for 10 years Over 10 000 employees since Home visits 35 % cheaper 2 billion euros cost savings for Netherlands Over 70 % market share in Holland and growing 30 % less hospital visits 40 % less use of doctors time Employees and customers love Buurtzorg (9,1 vs 7,3) Before After Every evening, each nurse now receives a sheet of paper with a detailed plan for the next day, prepared by someone in the planning department she most likely will never meet. Time norms: 2,5 mins to change compression stocking 10 minutes for a shot Nurses make their own schedules Nurses start with having a coffee with the patient and listen to their needs Many management layers Hundreds of people working in headquarters Managers make decisions and handle con Self-managed teams of 10-12 nurses who make their own decisions regarding their work. No bosses, nurses lead themselves Only 30 people work in the headquarters! Decision making and conflict handling processes Purpose to be effective and to save tax payers money Purpose to help people to be as autonomous as possible Patiens are seen as symptoms to be released Patients are seen and treated as a whole human beings Root problems often not medical ones -> for example relationships with children