Fountain Park supports the realization of Statistics Finland’s vision
Fountain Park was a familiar partner at Statistics Finland from the previous strategy round, so an agreement on the content of the project was quickly found. The results formed a good basis for developing a management culture, and are being used extensively on Statistics Finland's journey of change.
Developing core processes interactively
Statistics Finland, founded in 1865, is the only Finnish authority established for statistics. It produces the majority of Finland’s official statistics and is a major international player in the field of statistics. Statistics Finland is going through a very significant change process in implementing its vision of “Figures for tomorrow”. Statistics Finland responds to the changing needs of the operating environment by developing into the role of the statistical authority as a key public information actor that acts agilely as part of information ecosystems.
The need for change affects all areas of Statistics Finland, from business premises to core processes, but people ahead, ie with an emphasis on culture and the renewal of ways of operating. When Statistics Finland started a renewed management team in the spring of 2020, it was also a good time to look at the management culture.
Personnel as a key part of the process
Fountain Park was a familiar partner at Statistics Finland from the previous strategy round, so an agreement on the content of the project was quickly found. When starting a change, it is always essential to know where to start and what kind of change is considered most necessary. The enthusiasm for change is strong among the staff, it was already known.
The following were selected as key content themes for the Online Strategy Dialogue:
- What kind of changes are needed in Statistics Finland’s leadership and management?
- How should the working practices of the entire organization change in everyday life in order to benefit from the renewed leadership practices?
These were taken as the core themes because solutions do not necessarily lead to consensus if the problem is not jointly defined clearly enough and because leadership is a service activity. Responsibility for change is not limited to management.
Leadership at the heart of the dialogue
The dialogue quickly gathered about 400 views and suggestions on leadership and supervisory work and their reform. In Fountain Park’s analysis, the most important matters for the staff were:
- The need for a more precise definition of the role of supervisors and the expectations placed on them as part of an expert organization
- The transformation of leadership and management from decision-makers to supporters
- The importance of responsibility, courage, and a positive attitude to change in the renewal of practical work
The results formed a good basis for the development of the management culture, and are still in active use on Statistics Finland’s journey of change. If you are interested in the topic, you can get acquainted with Statistics Finland’s vision and strategy here.