CEO Antti Vasara utilized Virtual Brainstorming the very first day in his new position as VTT’s new CEO. He challenged the entire VTT staff to contemplate what kinds of changes were necessary to ensure VTT’s future success.
Helsinki Parish executed an extensive operational and cultural change project, based on collaboration and crowd sourcing right from the start. As a result, Helsinki parishes are doing things better and more collectively, while simultaneously scaling down practices that do not work.
Vacon wanted to renew and re-create the Vacon vision, so that their entire staff would embrace it as their own. The project also included the redefining and outlining of Vacon’s strategy, and their strategic plan to action.
South Karelia Social and Health District Development Project engaged home care staff members into Virtual Brainstorming. The aim was to reflect how home care services could be developed in a customer oriented approach.
Just a few weeks after I started as Ovenia Group CEO, I had the results of the Fountain Park New CEO Onboarding service at my disposal.
CIMO wanted to increase effectiveness and productivity by involving stakeholders and personnel to the strategy work. Since stakeholders are widely scattered geographically, a natural way to capture their ideas was to set up a common web-based brainstorming.
In the spring of 2016 the question at Paulig was, how to keep building corporate culture so that the majority of employees could have the chance to participate? The logical solution was to implement a joint development strategy over the web.
When he started as Solteq’s new managing director, Repe Harmanen wanted to involve the personnel in thinking about the company’s success factors.
Lindström needed to find partners, who could bring in the organisation’s views and facilitate the whole strategy process.