[et_\u200bpb_\u200bsection bb_built=\u201c1\u201d _builder_version=\u201c3.13.1\u201d custom_margin=\u201d|50px||50px\u201d][et_pb_row][et_pb_column type=\u201c4_4\u201d][et_pb_text _builder_version=\u201c3.13.1\u201d]<\/p>\n
One out\u00adstand\u00ading idea and a pre\u00adcise busi\u00adness plan. These lead com\u00adpa\u00adnies to a suc\u00adcess. Sounds logical.<\/p>\n
In real life, it\u2019s sel\u00addom\u00adly this straight\u00adfor\u00adward. The most suc\u00adcess\u00adful com\u00adpa\u00adnies are not the ones that start with one out\u00adstand\u00ading idea and keep it unchanged till the end. Instead, most com\u00adpa\u00adnies have defi\u00adcient busi\u00adness plans. Most suc\u00adcess\u00adful com\u00adpa\u00adnies are the ones, which learn to change and to adjust over time.<\/p>\n
If you want your com\u00adpa\u00adny to grow, to flour\u00adish and final\u00adly to be suc\u00adcess\u00adful, the only way is to con\u00adtin\u00adu\u00adous\u00adly adopt change. I list\u00aded to this blog some of the most impor\u00adtant ele\u00adments to keep up with the speed of change.<\/p>\n
Chil\u00addren absorb new infor\u00adma\u00adtion and new skills at an aston\u00adish\u00ading speed. They are coura\u00adgeous, con\u00adfi\u00addent, they trust their envi\u00adron\u00adment and peo\u00adple around them, they are not afraid to fail, and they are espe\u00adcial\u00adly per\u00adsis\u00adtent. As an exam\u00adple, my son, when not yet reached one year, knew how to turn on my pc. As a next step he tried to change TV chan\u00adnels by touch\u00ading the TV screen. As a dig\u00adi\u00adna\u00adtive this was his first nat\u00adur\u00adal choice to change chan\u00adnels. Why do you need a sep\u00ada\u00adrate gad\u00adget to change chan\u00adnels, if it can be done sim\u00adply by touch\u00ading the TV?<\/p>\n
Well, we grown-ups tend to know that chang\u00ading TV chan\u00adnels is more com\u00adfort\u00adable when sit\u00adting on a couch and using a remote con\u00adtrol. At least we think we know. With\u00adout this expe\u00adri\u00adence I would not be able to ques\u00adtion it \u2013 or to gen\u00ader\u00adate a change to it. By stick\u00ading to old pat\u00adterns and doing always \u201cin accor\u00addance with best prac\u00adtice\u201d is immense\u00adly dan\u00adger\u00adous for a company.<\/p>\n
How to root into organ\u00adi\u00adsa\u00adtions a sim\u00adi\u00adlar on-going nat\u00adur\u00adal curios\u00adi\u00adty, hunger for learn\u00ading new things and a cul\u00adture of exper\u00adi\u00admen\u00adta\u00adtion? For many start-ups this is nat\u00adur\u00adal. They enter the world with\u00adout pri\u00ador her\u00aditage, with\u00adout bur\u00adden of inner pre\u00advi\u00adous cul\u00adture. No-one says to them \u201cYou can\u00adnot make it. We tried once, but it did not work\u201d. The sit\u00adu\u00ada\u00adtion is dif\u00adfer\u00adent in a com\u00adpa\u00adny with a his\u00adto\u00adry of decades. The com\u00adpa\u00adny has expe\u00adri\u00adenced both suc\u00adcess\u00ades and fail\u00adures and has in its mind \u201ca sol\u00adid recipe for success\u201d.<\/p>\n
It is very impor\u00adtant for a com\u00adpa\u00adny with a long his\u00adto\u00adry to keep an open mind and to main\u00adtain active cul\u00adture of experimentation.<\/p>\n
One impor\u00adtant fac\u00adtor to cre\u00adate inno\u00adv\u00ada\u00adtive atmos\u00adphere is trust. Con\u00adfi\u00addence in company\u2019s com\u00admon goal, its way of work\u00ading and the sup\u00adport\u00adive lead\u00ader\u00adship cre\u00adates a com\u00admon frame\u00adwork for the whole business.<\/p>\n
Trust enables a safe atmos\u00adphere with\u00adin an organ\u00adi\u00adsa\u00adtion, and it is pos\u00adsi\u00adble to cre\u00adate new, to build, to try and to test. For exam\u00adple, accord\u00ading to Google\u2019s study the most impor\u00adtant fac\u00adtor for the most suc\u00adcess\u00adful teams was the psy\u00adcho\u00adlog\u00adi\u00adcal safe\u00adty. Safe\u00adty increas\u00ades co-oper\u00ada\u00adtion and peo\u00adple are not afraid to express them\u00adselves more open\u00adly and gen\u00aduine\u00adly. A feel\u00ading of trust can be increased con\u00adscious\u00adly \u2013 increased by acts and com\u00admu\u00adni\u00adcat\u00aded by actions.<\/p>\n
Doing togeth\u00ader is close\u00adly con\u00adnect\u00aded to an atmos\u00adphere of trust and safe\u00adty. A bare idea can be pre\u00adsent\u00aded with\u00adout crit\u00adi\u00adcism and can be fin\u00adished togeth\u00ader. Chal\u00adlenges will be mas\u00adtered togeth\u00ader and for prob\u00adlems will be sought help auto\u00admat\u00adi\u00adcal\u00adly from sur\u00adround\u00ading team. You will not try to solve sit\u00adu\u00ada\u00adtions by your\u00adself. In a safe envi\u00adron\u00adment an employ\u00adee will keep its flex\u00adi\u00adbil\u00adi\u00adty and a feel\u00ading of self-con\u00adtrol. This way a per\u00adson is more cre\u00adative, she\/\u200bhe does not need to think if she\/\u200bhe can express her\/\u200bhis thoughts.<\/p>\n
It is impor\u00adtant to accept the chance of fail\u00adure. Every\u00adone fail some\u00adtimes and many of the suc\u00adcess\u00adful solu\u00adtions are born through tri\u00adal and error. The trust with\u00adin an orga\u00adni\u00adza\u00adtion and a clear space for exper\u00adi\u00admen\u00adta\u00adtion give frames for a fail\u00adure. Once a fail\u00adure is lim\u00adit\u00aded to a safe place \u2013 noth\u00ading shock\u00ading\u00adly big, a fail\u00adure which would jeop\u00adar\u00addize the whole orga\u00adni\u00adza\u00adtions oper\u00ada\u00adtions can\u00adnot take place. On the oth\u00ader hand, it is pos\u00adsi\u00adble to find or to devel\u00adop an inno\u00adva\u00adtion which will rev\u00ado\u00adlu\u00adtion\u00adize the whole orga\u00adni\u00adza\u00adtion and the its business.<\/p>\n
Many resources are need\u00aded to build a space like this, but it can also reward you gen\u00ader\u00adous\u00adly. Tak\u00ading risks is nec\u00ades\u00adsary to unleash the change. In the same scale, there are a good and even a bet\u00adter alter\u00adna\u00adtive \u2013 lim\u00adit\u00aded fail\u00adure and learn\u00ading of new or an inno\u00adva\u00adtion which cre\u00adates new busi\u00adness activ\u00adi\u00adty and revenue.<\/p>\n
A change always calls for learn\u00ading new things. An orga\u00adni\u00adza\u00adtion must ensure a con\u00adtin\u00adu\u00adous devel\u00adop\u00adment and the com\u00adpe\u00adtence of its employees.<\/p>\n
It must be pos\u00adsi\u00adble for employ\u00adees to learn new skills and to explore new alter\u00adna\u00adtives. They must be autho\u00adrized to use their cre\u00adativ\u00adi\u00adty in a way, which pro\u00adduces new ideas. This way the whole team is com\u00admit\u00adted to busi\u00adness activ\u00adi\u00adties and wants to achieve the best pos\u00adsi\u00adble solu\u00adtion in a com\u00adpa\u00adny. This will be vis\u00adi\u00adble to the cus\u00adtomer at the end.<\/p>\n
Skills that are need\u00aded are not only tech\u00adni\u00adcal skills or mea\u00adsur\u00adable capa\u00adbil\u00adi\u00adties, they are more often soft skills, skills for coop\u00ader\u00ada\u00adtion. How\u00adev\u00ader, often it seems to be that these skills need\u00aded in coop\u00ader\u00ada\u00adtion are not empha\u00adsized enough in a busi\u00adness world \u2013 even the name \u201csoft skills\u201d make them sound rather unnec\u00ades\u00adsary. A sales per\u00adson, whose knowl\u00adedge of her\/\u200bhis prod\u00aducts and mar\u00adkets is in a class of its own, is not suc\u00adcess\u00adful if she\/\u200bhe does not have inter\u00adper\u00adson\u00adal skills. Anoth\u00ader exam\u00adple, an exec\u00adu\u00adtive must lis\u00adten to employ\u00adees, to think cre\u00adative\u00adly and he must have excel\u00adlent emo\u00adtion\u00adal intel\u00adli\u00adgence skills.<\/p>\n
Automa\u00adtion and the use of arti\u00adfi\u00adcial intel\u00adli\u00adgence change the way we work \u2013 there is less need for people\u2019s tech\u00adni\u00adcal knowl\u00adedge. The soft skills become cen\u00adtral in dif\u00adfer\u00aden\u00adti\u00adat\u00ading the capa\u00adbil\u00adi\u00adties of teams and indi\u00advid\u00adu\u00adals. Skills like lis\u00adten\u00ading, co-oper\u00ada\u00adtion, pre\u00adsent\u00ading ideas and com\u00admu\u00adni\u00adca\u00adtion between the team mem\u00adbers are good exam\u00adples of soft skills.<\/p>\n
It is not nec\u00ades\u00adsar\u00adi\u00adly dif\u00adfi\u00adcult to acquire so called hard skills and they can be com\u00adple\u00adment\u00aded with time. Soft skills are clear\u00adly more dif\u00adfi\u00adcult to learn and more chal\u00adleng\u00ading to devel\u00adop as they are close\u00adly con\u00adnect\u00aded to the per\u00adson\u00adal\u00adi\u00adty. To devel\u00adop these asks for aware\u00adness, a con\u00adtin\u00adu\u00adous endeav\u00ador and a com\u00admit\u00adment to devel\u00adop one\u00adself. Hard skills may look promis\u00ading on a CV, but soft skills sep\u00ada\u00adrate the experts from another.<\/p>\n
Cus\u00adtomers require soft skills. Mod\u00adern mar\u00adket offers a bound\u00adless amount of dif\u00adfer\u00adent choic\u00ades through dif\u00adfer\u00adent tech\u00adnolo\u00adgies. An inex\u00adpen\u00adsive price can be in some cas\u00ades the deci\u00adsive fac\u00adtor, but often the cus\u00adtomer expe\u00adri\u00adence is at a same cri\u00adte\u00adria lev\u00adel as the price. The abil\u00adi\u00adty to com\u00admu\u00adni\u00adcate mul\u00adti\u00addi\u00admen\u00adsion\u00adal\u00adly through the ser\u00advice life\u00adcy\u00adcle and after\u00adwards is there\u00adfore an impor\u00adtant fac\u00adtor in the organisation\u2019s success.<\/p>\n
To sup\u00adport learn\u00ading calls for tools and train\u00ading. There\u00adfore, you must take mea\u00adsures in order to ensure the capa\u00adbil\u00adi\u00adty which is need\u00aded in the future. To sup\u00adport the inner learn\u00ading of an orga\u00adni\u00adza\u00adtion it is easy to use the ques\u00adtion \u201cWhy?\u201d. It may lead to new ideas and innovations.<\/p>\n
Espe\u00adcial\u00adly new employ\u00adees who have just joined the orga\u00adni\u00adza\u00adtion are espe\u00adcial\u00adly valu\u00adable. They see the things for the first time with fresh eyes and can bring new unfore\u00adseen ideas to the orga\u00adni\u00adza\u00adtion. Also, the exist\u00ading employ\u00adees should be encour\u00adaged to make ques\u00adtions. Why things are done as they are? Could this be done in a dif\u00adfer\u00adent way \u2013 per\u00adhaps more effi\u00adcient and better?<\/p>\n
Cus\u00adtomers want solu\u00adtions to a prob\u00adlem of which they are not yet aware. How can we as a com\u00adpa\u00adny to rec\u00adi\u00adp\u00adro\u00adcate to needs that are not yet loud\u00adly spoken?<\/p>\n
The answer is: By open\u00ading eyes and by being present. Future and exist\u00ading cus\u00adtomers must be observed pre\u00adcise\u00adly, and their dai\u00adly pro\u00adce\u00addures and chal\u00adlenges must be lis\u00adtened to care\u00adful\u00adly. We as a com\u00adpa\u00adny must help this con\u00adver\u00adsa\u00adtion, by ask\u00ading, by chal\u00adleng\u00ading and by encour\u00adag\u00ading to new think\u00ading. This can be called design think\u00ading, ser\u00advice design or many oth\u00ader terms can be used. How\u00adev\u00ader, it is impor\u00adtant to be gen\u00aduine\u00adly present, to devel\u00adop solu\u00adtions active\u00adly and to see con\u00adcrete results.<\/p>\n
The most impor\u00adtant thing in this mod\u00adel is the co-oper\u00ada\u00adtion. Vendor\u2019s and customer\u2019s roles have fad\u00aded, an even bor\u00adder\u00adline between them does not exit any more. In vendor\u2019s role we can\u00adnot offer a ready solu\u00adtion to a prob\u00adlem from top to bot\u00adtom \u2013 a cus\u00adtomer must come to a jour\u00adney with us. The best solu\u00adtions are not born fast-for\u00adward, they are born by explor\u00ading and devel\u00adop\u00ading a solu\u00adtion that meets the require\u00adments of customer\u2019s real busi\u00adness case.<\/p>\n
As an exam\u00adple, I would like to men\u00adtion our insourc\u00ading ser\u00advice<\/strong><\/a>,<\/strong> which we devel\u00adoped togeth\u00ader with our cus\u00adtomers to meet their needs. We care\u00adful\u00adly lis\u00adtened the needs of our cus\u00adtomers, their prob\u00adlems and chal\u00adlenges and under\u00adstood their tar\u00adgets. We noticed togeth\u00ader that we can offer our exper\u00adtise in order to sup\u00adport the sit\u00adu\u00ada\u00adtion of our cus\u00adtomers and to help them to solve sud\u00adden\u00adly born cir\u00adcum\u00adstances. We decid\u00aded to include this ser\u00advice to our ser\u00advice strat\u00ade\u00adgy, and we have received very good feed\u00adback from sev\u00ader\u00adal cus\u00adtomers who have used our insourc\u00ading service.<\/p>\n It goes with\u00adout say\u00ading that our busi\u00adness envi\u00adron\u00adment is chang\u00ading all the time. The cus\u00adtomer needs are chang\u00ading unbe\u00adliev\u00adable fast and cause unfore\u00adseen, new demand. Also, every organisation\u2019s finan\u00adcial sit\u00adu\u00ada\u00adtion is on a con\u00adstant move. A com\u00adpa\u00adny which is expe\u00adri\u00adenc\u00ading a grow\u00ading demand, must con\u00adsid\u00ader of expand\u00ading, where\u00adas in a weak\u00ader sit\u00adu\u00ada\u00adtion com\u00adpa\u00adny is fac\u00ading job reduc\u00adtions and pos\u00adsi\u00adble dam\u00adages to the strong com\u00adpa\u00adny brand. Changes com\u00ading out\u00adside the com\u00adpa\u00adny are putting pres\u00adsure to an ongo\u00ading change.<\/p>\n We are a 20-year-old fam\u00adi\u00adly com\u00adpa\u00adny, but we have kept \u201cnew born\u201d \u2011atti\u00adtude and will\u00ading\u00adness to a con\u00adtin\u00adu\u00adous renew\u00adal. One of the most refresh\u00ading com\u00adments was, when our cus\u00adtomer described us \u201cas a breath of fresh air and a refresh\u00ading pros\u00adec\u00adco in the SAP world\u201d. This tells us that we are on the right road. We dare to be dif\u00adfer\u00adent, exper\u00adi\u00admen\u00adtal and dar\u00ading, but at the same time we ques\u00adtion at a con\u00adstruc\u00adtive way. We fresh our cus\u00adtomers way of think\u00ading when\u00adev\u00ader necessary.<\/p>\n We can help your orga\u00adni\u00adza\u00adtion on the brink of a con\u00adtin\u00adu\u00adous change. Please con\u00adtact us and make an appointment.<\/p>\n CON\u00adTACT #change #agili\u00adty #pres\u00adence #ser\u00advice design<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" Jos halu\u00adat, ett\u00e4 yri\u00adtyk\u00adsesi kas\u00advaa, kukois\u00adtaa ja lop\u00adul\u00adta onnis\u00adtuu, on ain\u00adoa tapa omak\u00adsua jatku\u00adva muu\u00adtos ja sopeu\u00adtua ajan my\u00f6t\u00e4.<\/p>\n","protected":false},"author":20,"featured_media":5493,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":" Yksi ylivoimainen idea ja napakka liiketoimintasuunnitelma. T\u00e4m\u00e4 vie yritykset menestykseen. Kuulostaa loogiselta. Jos haluat, ett\u00e4 yrityksesi kasvaa, kukoistaa ja lopulta onnistuu, on ainoa tapa omaksua jatkuva muutos. Listasin t\u00e4h\u00e4n postaukseen t\u00e4rkeimpi\u00e4 elementtej\u00e4 muutoksen vauhdissa pysymiseen.<\/p> Lapset omaksuvat uutta tietoa ja uusia taitoja h\u00e4mm\u00e4stytt\u00e4v\u00e4ll\u00e4 vauhdilla. He ovat rohkeita, luottavaisia itseens\u00e4, ymp\u00e4rist\u00f6\u00f6ns\u00e4 ja ihmisiin ymp\u00e4rill\u00e4, eiv\u00e4t pelk\u00e4\u00e4 ep\u00e4onnistumista ja ovat erityisen sinnikk\u00e4it\u00e4. Esimerkkin\u00e4 oma poikani, joka jo alle yksivuotiaana osasi jo laittaa pc:ni p\u00e4\u00e4lle. Seuraavaksi h\u00e4n yritti sulavalla k\u00e4denliikkeell\u00e4 vaihtaa kanavaa televisioruudulla pyyhk\u00e4isem\u00e4ll\u00e4 kanavaa. Diginatiivina t\u00e4m\u00e4 oli h\u00e4nelle ensimm\u00e4inen luontainen vaihtoehto kanavan vaihdon ongelmanratkaisuun. Miksi kanavanvaihto pit\u00e4isi tehd\u00e4 hankalan apuv\u00e4lineen avulla, jos se voidaan tehd\u00e4 suoraan yksinkertaisimmalla tavalla televisiosta?<\/p> Ok, me aikuiset tied\u00e4mme, ett\u00e4 tv-kanavan vaihto on n\u00e4pp\u00e4r\u00e4mp\u00e4\u00e4 sohvalta istuen kaukos\u00e4\u00e4dint\u00e4 k\u00e4ytt\u00e4en. Ainakin luulemme tiet\u00e4v\u00e4mme. Ilman t\u00e4t\u00e4 kokemusta en itse osaisi edes kyseenalaistaa television k\u00e4ytt\u00f6kokemusta \u2013 saati edes ideoida siihen muutoksia. T\u00e4llaisiin vanhoihin ajatusmalleihin juurtuminen ja tekem\u00e4ll\u00e4 asiat aina \u201dparhaan k\u00e4yt\u00e4nn\u00f6n mukaisesti\u201d on \u00e4\u00e4rimm\u00e4isen vaarallista yrityksen sis\u00e4ll\u00e4.<\/p> Kuinka juurruttaa samankaltainen lapsille luonnollinen jatkuva uteliaisuus, uuden oppimisen n\u00e4lk\u00e4 ja kokeilukulttuuri organisaatioihin? Monille start-upeille tila on luonnollinen. He saapuvat maailmaan ilman aiempaa perim\u00e4\u00e4, raskasta sis\u00e4isen kulttuurin taakkaa. Kukaan ei sano heille \u201dEi onnistu. Yritimme kerran, mutta se ei toiminut\u201d. Tilanne on eri yrityksess\u00e4, jolla on vuosikymmenien historia. Yritys on kokenut onnistumiset sek\u00e4 ep\u00e4onnistumiset ja kehitt\u00e4nyt mieleens\u00e4 vankan \u201dmenestyksen reseptin\u201d.<\/p> Avoimen mielen ja kokeilun sallivan kulttuurin aktiivinen yll\u00e4pit\u00e4minen onkin \u00e4\u00e4rimm\u00e4isen t\u00e4rke\u00e4\u00e4 yrityksess\u00e4, jolla on pitk\u00e4 historia.<\/p> Yksi t\u00e4rkein tekij\u00e4 innovatiivisen ilmapiirin synnytt\u00e4misess\u00e4 on luottamus. Luottamus yrityksen yhteiseen p\u00e4\u00e4m\u00e4\u00e4r\u00e4\u00e4n, tapaan toimia sek\u00e4 johdon tukeen luo yhteisen viitekehyksen koko toiminnalle.<\/p> Luottamus mahdollistaa turvallisen tilan organisaation sis\u00e4ll\u00e4, jossa voidaan ideoida uutta, rakentaa, kokeilla ja testata. Esimerkiksi Googlen tutkimuksessa menestyneimpien tiimien t\u00e4rkeimm\u00e4ksi tekij\u00e4ksi nousi psykologinen turvallisuus. Turvallisuus lis\u00e4\u00e4 yhteisty\u00f6kyky\u00e4, jolloin ihminen uskaltaa ilmaista itse\u00e4\u00e4n avoimemmin ja aidommin. Turvallisuuden tunnetta voi kartuttaa tietoisesti \u2013 kasvattaa teoin ja viestitt\u00e4\u00e4 toimin.<\/p> Yhdess\u00e4 tekeminen liittyy kiinte\u00e4sti luottamuksen ja turvallisuuden ilmapiiriin. Vasta keskener\u00e4isi\u00e4 ideoita voidaan esitt\u00e4\u00e4 ilman kritiikki\u00e4 ja rakentaa yhdess\u00e4 valmiiksi. Haasteista p\u00e4\u00e4st\u00e4\u00e4n yli yhdess\u00e4 ja ongelmiin haetaan automaattisesti tukea ymp\u00e4r\u00f6iv\u00e4lt\u00e4 tiimilt\u00e4, eik\u00e4 tilanteita yritet\u00e4 ratkaista yksin. Turvallisessa ymp\u00e4rist\u00f6ss\u00e4 ty\u00f6ntekij\u00e4 s\u00e4ilytt\u00e4\u00e4 oman joustavuutensa ja itsehallinnan tunteen. N\u00e4in yksil\u00f6 on idearikkaampi, sill\u00e4 h\u00e4nen ei tarvitse mietti\u00e4 uskaltaako sanoa omat ajatuksensa \u00e4\u00e4neen.<\/p> T\u00e4rke\u00e4\u00e4 on antaa mahdollisuus ep\u00e4onnistua. Kaikki ep\u00e4onnistuvat joskus ja useat menestyneimm\u00e4t ratkaisut ovat syntyneet kokeilun ja erehtymisen kautta. Organisaation sis\u00e4inen luottamus ja rajattu kokeilutila antavat raamit ep\u00e4onnistumiselle. Ep\u00e4onnistuminen on rajattu turvallisen tilan sis\u00e4lle \u2013 mit\u00e4\u00e4n j\u00e4rkytt\u00e4v\u00e4n suurta, koko organisaation kaatavaa virhett\u00e4 ei voi tapahtua. Toisaalta, on mahdollisuus, ett\u00e4 l\u00f6ydet\u00e4\u00e4n tai kehitet\u00e4\u00e4n jokin koko organisaation ja liiketoimintakent\u00e4n toiminnan mullistava uusi innovaatio.<\/p> T\u00e4llaisen tilan rakentamiseen tarvitaan paljon resursseja, mutta se voi my\u00f6s palkita anteliaasti. Riskien ottaminen on v\u00e4ltt\u00e4m\u00e4t\u00f6nt\u00e4 muutoksen mahdollistamiseksi. Vaakakupissa on hyv\u00e4 ja viel\u00e4 parempi vaihtoehto \u2013 rajattu ep\u00e4onnistuminen ja uuden oppiminen tai uutta liiketoimintaa ja tulovirtaa synnytt\u00e4v\u00e4 innovaatio.<\/p> Muutos vaatii aina uuden oppimista. Organisaation onkin varmistettava sen ty\u00f6ntekij\u00f6iden osaaminen ja jatkuva kehittyminen.<\/p> Ty\u00f6ntekij\u00f6iden tulee voida oppia uusia taitoja ja tutkia uusia mahdollisuuksia. Heid\u00e4t tulee valtuuttaa k\u00e4ytt\u00e4m\u00e4\u00e4n luovuuttaan tavalla, joka tuottaa uusia ideoita. N\u00e4in koko tiimi on sitoutunut yrityksen toimintaan ja haluaa tuottaa mahdollisimman parhaan tuloksen yrityksen sis\u00e4ll\u00e4, joka n\u00e4kyy lopulta my\u00f6s loppuasiakkaalle.<\/p> Tarvittavat taidot eiv\u00e4t ole ainoastaan teknisi\u00e4 taitoja tai mitattavia kyvykkyyksi\u00e4, vaan yh\u00e4 useammin erilaisia yhteisty\u00f6taitoja, \u201cSoft Skills\u201d-tyyppist\u00e4 osaamista. Usein kuitenkin tuntuu, ett\u00e4 n\u00e4it\u00e4 ihmisten yhteisty\u00f6lle t\u00e4rkeimpi\u00e4 taitoja ei korosteta tarpeeksi yritysmaailmassa \u2013 jo nimi \u201cpehme\u00e4t taidot\u201d saavat ne kuulostamaan melko tarpeettomilta. Myyj\u00e4, jolla on vertaansa vailla olevaa tietoa tuotteistaan \u200b\u200bja markkinoistaan, ei ole menestyksek\u00e4s, jos h\u00e4nell\u00e4 ei ole ihmissuhdetaitoja. Johtajan taas on kyett\u00e4v\u00e4 kuuntelemaan ty\u00f6ntekij\u00f6it\u00e4, ajattelemaan luovasti ja h\u00e4nell\u00e4 on oltava erinomainen tunne\u00e4lytaito.<\/p> Automaatio ja teko\u00e4lyn k\u00e4ytt\u00e4minen muuttavat ty\u00f6skentely\u00e4mme, jolloin ihmisten teknist\u00e4 osaamista tullaan tarvitsemaan yh\u00e4 v\u00e4hemm\u00e4n. T\u00e4ll\u00f6in pehmeist\u00e4 taidoista tulee keskeisi\u00e4 erottajia tiimien ja yksil\u00f6iden osaamisessa. Taidot kuten kuuntelu, yhteisty\u00f6 muiden kanssa, ideoiden esitt\u00e4minen ja viestint\u00e4 tiimin j\u00e4senten v\u00e4lill\u00e4 ovat hyvi\u00e4 esimerkkej\u00e4 pehmeist\u00e4 taidoista.<\/p> Niin sanottuja kovia taitoja ei ole v\u00e4ltt\u00e4m\u00e4tt\u00e4 vaikea hankkia ja niit\u00e4 voidaan t\u00e4ydent\u00e4\u00e4 ajan my\u00f6t\u00e4. Pehme\u00e4t taidot taas ovat selke\u00e4sti vaikeampia oppia ja haastavampia kehitt\u00e4\u00e4, koska ne liittyv\u00e4t l\u00e4heisesti henkil\u00f6n luonteeseen. Niiden kehitt\u00e4minen vaatii tietoisia ja jatkuvia ponnistuksia sek\u00e4 sitoutumista itsens\u00e4 kehitt\u00e4miseen. Kovat taidot voivat n\u00e4ytt\u00e4\u00e4 vaikuttavalta CV:ss\u00e4, mutta pehme\u00e4t taidot erottavat vastaavalla asiantuntemuksella varustetut asiantuntijat toisistaan.<\/p> Asiakkaat vaativat pehmeit\u00e4 taitoja. Moderni markkina tarjoaa asiakkaille rajoittamattoman m\u00e4\u00e4r\u00e4n valintoja erilaisten teknologioiden avulla. Edullinen hinta voi olla joskus m\u00e4\u00e4r\u00e4\u00e4vin tekij\u00e4, mutta usein asiakaskokemus kulkee hinnan kanssa tasavertaisena valintatekij\u00e4n\u00e4. Kyky kommunikoida moniulotteisesti koko palvelutuotannon ajan ja sen j\u00e4lkeen on siksi t\u00e4rke\u00e4 tekij\u00e4 organisaation menestyksess\u00e4.<\/p> Oppimisen tukeminen vaatii ty\u00f6kaluja ja koulutusta. On siis ryhdytt\u00e4v\u00e4 toimenpiteisiin, jotta voidaan varmistaa tarvittava kyvykkyys tulevaisuuden kasvua vastaavaksi. Organisaation sis\u00e4isen oppimisen tueksi kannattaa my\u00f6s k\u00e4ytt\u00e4\u00e4 helppoa kysymyst\u00e4 \u201dMiksi?\u201d. Se voi johtaa uusiin ideoihin ja innovaatioihin.<\/p> Erityisesti uudet ty\u00f6ntekij\u00e4t, jotka ovat vasta liittyneet organisaatioon, ovat erityisen arvokkaita. He n\u00e4kev\u00e4t asiat ensi kertaa, uusin silmin ja voivat tuoda uusia organisaatiossa ennen n\u00e4kem\u00e4tt\u00f6mi\u00e4 ideoita. My\u00f6s nykyisi\u00e4 ty\u00f6ntekij\u00f6it\u00e4 tulee rohkaista esitt\u00e4m\u00e4\u00e4n kysymyksi\u00e4. Miksi asiat tehd\u00e4\u00e4n tietyll\u00e4 tavalla? Voisiko t\u00e4m\u00e4n asian tehd\u00e4 toisella tapaa \u2013 ehk\u00e4 tehokkaammin ja paremmin?<\/p> Asiakkaat haluavat ratkaisuja ongelmaan, joita he eiv\u00e4t viel\u00e4 edes itse tiedosta. Miten voimme yrityksen\u00e4 vastata sellaisiin tarpeisiin, joita ei ole viel\u00e4 edes sanottu \u00e4\u00e4neen?<\/p> Vastaus on: avaamalla silm\u00e4t ja olemalla l\u00e4sn\u00e4. Tulevia ja nykyisi\u00e4 asiakkaita tulee havainnoida tarkasti ja kuunnella herk\u00e4ll\u00e4 korvalla heid\u00e4n p\u00e4ivitt\u00e4isi\u00e4 toimintatapojaan ja haasteitaan. Meid\u00e4n on yrityksen\u00e4 autettava t\u00e4t\u00e4 keskustelua \u2013 kysym\u00e4ll\u00e4, haastamalla ja rohkaisemalla uuteen ajatteluun. T\u00e4t\u00e4 voidaan kutsua muotoiluajatteluksi, palvelumuotoiluksi tai monella muulla termill\u00e4. T\u00e4rke\u00e4\u00e4 on kuitenkin aito l\u00e4sn\u00e4olo ja aktiivinen ratkaisuiden kehitt\u00e4minen sek\u00e4 konkreettisen tuloksen n\u00e4keminen.<\/p> T\u00e4rkeint\u00e4 mainitussa mallissa on yhteisty\u00f6. Toimittajan ja asiakkaan roolit ovat h\u00e4lventyneet eik\u00e4 tasaista rajaviivaa heid\u00e4n v\u00e4lill\u00e4\u00e4n en\u00e4\u00e4 ole. Toimittajan roolissa emme voi tarjota valmista ratkaisua ylh\u00e4\u00e4lt\u00e4p\u00e4in ongelmaan \u2013 asiakkaan on tultava mukaan matkalle kanssamme. Oivaltavimmat ratkaisut eiv\u00e4t synny pikakelauksella, vaan tutkimalla ja kehitt\u00e4m\u00e4ll\u00e4 ratkaisu, joka vastaa asiakkaan aitoon business caseen.<\/p>The facts of real life and why the change is needed?<\/h2>\n
\nPiia Hoff\u00adsten<\/strong><\/a>
Chief Oper\u00adat\u00ading Officer
\npiia.\u200bhoffsten@\u200bisletgroup.\u200bfi<\/a>
+358 40 5877 303<\/p>\n\u201dKaikki suuret yritykset syntyv\u00e4t erinomaisista ideoista\u201d<\/h2>
Todellisuudessa n\u00e4in ei juuri koskaan tapahdu. Menestyneimm\u00e4t yritykset eiv\u00e4t olet niit\u00e4, jotka aloittavat yhdell\u00e4 erinomaisella idealla ja s\u00e4ilytt\u00e4v\u00e4t sen muuttumattomana loppuun asti. Sen sijaan useimmat yritykset alkavat puutteellisina. Parhaita yrityksi\u00e4 ovat ne, jotka oppivat muuttumaan ja sopeutumaan ajan my\u00f6t\u00e4.<\/p>Lapsenomainen uteliaisuus<\/h2>
Luottamus, turvallisuus ja kokeilun kulttuuri<\/h2>
Opiskele, tutki ja kysy \u2013 osaamisen varmistaminen<\/h2>
Palvelumuotoilun ytimess\u00e4 ketter\u00e4n\u00e4 ja kehittyv\u00e4n\u00e4 organisaationa<\/h2>