Archives: Changepartners Stories

Client need

• To support the company’s growth ambition and increase internal capability to work in an ongoingly changing environment and achieve change outcomes
• To improve change leadership by the company’s midlevel managers to successfully support the merger of the Printful and Printify companies

Our solution

• Introducing a shared framework for planning and managing changes based on Prosci industry industry-leading methodology
• Certifying 20+ leaders as change practitioners to oversee the company’s largest change initiatives and increase project implementation success. Coaching and supporting these leaders in kick-starting the change practice
• Change workshops for approximately 150 people managers to provide tools and confidence in supporting their teams through transition

Results

The company’s growth was achieved through the successful implementation of changes, a faster and less disruptive merger process.

Client’s Objectives

To support Foxway‘s business growth by enhancing service scalability and reducing costs through the automation of key processes.

To implement an automated system for testing and evaluating the functionality of mobile devices, ensuring rapid adoption of the new process within the organization.

Our Solution

Implemented a Change Accelerator support process based on the ADKAR model to advise the project team and leadership.

Defined project success criteria, assessed risks and impacts, developed effective communication and implementation plans for the change, and prepared various stakeholders to support the transformation.

Provided certification and coaching for the project manager.

Results

Achieved employee adoption of the change within the planned timeline and budget.

Customer need

The merger of the IT companies Columbus Estonia, Columbus Lithuania and OIXIO into a joint group and under the single OIXIO Group brand. In addition to well-thought-out customer communication and the creation of new brand content, the change also required rethinking the internal processes and achieving the acceptance of all employees. The company’s strategy was renewed, and the visuals (CVI, homepage, etc.), domains, work processes and services were changed too.

Our solution

• A holistic process (0.5 years) for managing the human factor in this change to achieve employee support and buy-in
• Implementation support and change strategy workshops for the leadership team
• Advice to Workstreams on designing change and creating implementation plans
• Certifying and consulting the project manager

Results & Feedback

A change project is implemented successfully and within the desired time frame. Obtained a strong mandate from employees for the change and prevented/overcame resistance.

Feedback from Ivo Suursoo, Chairman of the OIXIO Group:

Customer need

Create and implement a common project management process and tools to achieve greater efficiency in day-to-day operations, support customer and employee satisfaction and rapid organizational growth.

While different approaches had been in place until now, the aim was to achieve a situation where the organization operates under a single agreed process.

Our solution

Results

More effective implementation of new work processes through an employee-inclusive approach.

Read a longer success story from Velvet’s blog: https://www.velvet.ee/work/esplan

Client need

In 2019, Swedbank conducted a cross-group management culture survey, which showed that approaches to successful management had been approached quite differently in different parts of the organization. Although the organization performed excellently, the group’s management understood that in the long run, Swedbank needed to update its management system and management culture to meet the needs of the modern operating environment and, above all, the modern organization.

Our solution

Under the leadership of Leadership Pipeline (LP) Sweden, the development programs of LP leading others and leading leaders were completed for Swedbank and implemented by Change Partners in Estonia. As a result of the 4-day program, all participants analyzed their daily work as a leader, found exact places where the managed team or manager himself would need support, and formulated a development plan that would be implemented with the support of the development partner.

Leader of Others program overview and structure:

Results & feedback

In 2021, three groups of Swedbank Estonia completed the LPI program in Estonia, and an additional two groups are planned for 2022, with a total of more than 100 participants. To the same extent, the program is taking place simultaneously in Sweden, Latvia, and Lithuania.

We measured knowledge, attitudes, and behavior before the training, immediately after the training, and 3 months after the end of the program. The results are benchmarked against the average of the training impact assessments collected by the international training auditor Peopleway.

The rate of application of the principles and skills acquired during the program is particularly significant – three months after the program, participants apply 80% of their learning and this is reflected in their daily activities. This is 37% higher than the international average.

Feedback from participants

“The program helped to raise awareness of how many people we as leaders influence with our leadership style! And that we actually achieve many of our results through those people. I received good insights and tools to use for developing and motivating my team, as well as for setting goals (ie how to structure goals to be more acceptable and measurable).”

“When listening to other leaders in my group work, I always got new ideas on how to develop my team and delegate tasks so that people with different profiles would find new output. In addition, this training motivates to pay more attention to leadership activities. From the survey my team members answered before the training, I found out my own bottlenecks that need special attention.”

Client Need

When the market opened, Eesti Energia faced new choices and was in need of upgrading the company’s strategy and values. We helped them to develop new values which corresponded to the new circumstances. The goal, therefore, was to develop new contemporary values meeting the new circumstances throughout the group level by enhancing cooperation between different subsidiaries and entities, increasing employee entrepreneurship and promoting the creation of an innovative culture.

Our Solution

• In collaboration with the customer, we planned a two-year program for the development and deployment of values.
• First, we conducted 12 employee focus groups to map the current situation, then value creation seminars with the management group, followed by a dialogue forum for 250 executive employees to increase their involvement.
• Together with the customer we then developed a dialogue map of values for the group’s 7,000 employees.
• We trained value ambassadors who had discussions with all the employees in the group within three months using the dialogue map.
• Following the project, we continued cooperation to integrate values into the HR strategy and the business processes in general.
• We developed a group-wide system for assessing and developing competencies and supported managers in the integration of values.

Results

• Cost-effective and efficient communication of values to 7,000 employees by using the dialogue map. It launched a dialogue of values across the organization and achieved a high commitment to new values.
• Active involvement of 250 executive employees and value ambassadors in the development of values.
• Businesses of Eesti Energia are more united and they “speak the same language”.
• PARE (Estonian HR Association) selected the project as one of the TOP 3 projects of the year.

Feedback

Eesti Energia’s management chose this project into the TOP 3 of the most important and influential activities of 2013.

Client need

• Business restructuring and transferring service processes between different locations for cost reduction, improved management of volume volatility and allowing centers to develop different competencies.
• Minimal interruption of key business processes through well-planned re-skilling and fast adoption by 400 employees.

Our solution

• Provided a shared framework and methodology for planning and managing the change
• Facilitated a several month change accelerator process for project and management teams: a strategy day for defining the change challenge, Prosci Change Practitioner program and follow-up group coaching
• Change workshops for apx 40 people managers to provide knowledge and ability to support their teams through change
• ADKAR surveys to measure adoption of change among employees and adjust change strategy

Results

• Successfully implemented change project, faster and less disruptive change
• Planned ROI of 5.1 million dollars

Feedback

“When embarking on the restructuring project, we were looking for someone to support us – someone that understands international perceptions of change within different cultures and can lead us through. For someone that could help us build know-how and strategy to impact a high volume of people from different angles and keep us united through the transformation journey. Change Partners did exactly that and more.”

“Without Change Partners and the concepts of Prosci, we could have faced attrition, potential loss of customer satisfaction and definitely delays in the project transferring to unsuccessful ROI.”

“They helped us transform the mindsets of hundreds of employees in a very small time frame and keep us as a company on track and successful in reaching our goals. And most importantly – united in all levels of organization, speaking the same language of change.”

– Ethel Genergard – Head of CMA CGM GBS Estonia

Goal

The program consisted of 6 modules:

The program was supported by various activities to enhance what has been learned: manager’s tools, planning and implementation of a change project, work shadowing, group coaching, visits to companies with innovative management, individual development map, etc.

Results

• Numbers from the KESTA program that took place in 2018-2020:

• It was decided to order the program for 6 more groups. In 2021-2023, a total of 140 managers will participate in the program.

Feedback

Client need

Directo is a leading ERP solutions provider in Estonia. Success for them, like other business software providers, depends largely on how well their customers are able to implement new business solutions. However, often customers themselves do not have sufficient awareness and ability to implement IT changes well. The aim of the project was to help the team of Directo project managers implement the change management process and tools into implementation projects.

Our solution

• We certified two Directo board members in the Prosci Change Practitioner program, providing an overview of Prosci’s overall methodology for managing change projects
• We conducted Prosci’s change management program for Directo project managers, during which they gained a better understanding of the change process and the ADKAR model for managing adoption.
• We supported the team of project managers in the implementation of the change management process and tools in their daily work, including providing help with complex implementation cases
• We trained a team of project managers to use DiSC-based communication strategies

Results

• A total of 20 Directo project managers, members of the sales team and management were involved in the project. Feedback from all participants on the program was high.
• The change management methodology was implemented in the processes and is used in the company.

Feedback

“Change Partners is our reliable and high-quality training partner, whose help has taken our service quality to a new level. Managing change and involving people is key to the success of any software project. Prosci’s change management program provided Directo project managers with not only theoretical knowledge but also practical skills and tools to support customers in major changes.” – Berit Veske, CEO

Client need

As one of the activities of the state reform, the merging of various state agencies operating in a similar field was carried out in order to achieve a more efficient and effective performance of state tasks and the provision of higher quality services. In the period 2020-2021, work was started in four newly formed joint agencies: the Transport Administration, the Education and Youth Board, the Agriculture and Food Board, and the Environment Board.

The State Support Services Center, in cooperation with the Ministry of Finance, wanted to provide central support to the heads of the merging agencies in implementing the change. They commissioned a development program to raise their awareness of change management principles and develop their skills in managing both processes and people.

Our solution

Change Partners put together an interactive and hands-on workshop-based training program that provided participants with immediately applicable methods and tools for planning and implementing change. The program’s aim was to define roles and responsibilities in the change process, and the opportunity to work together to plan for further change.

The program consisted of two training days, individual work on a change project, and virtual follow-up support for two months.

Results

• A total of 200 managers participated in the development program, and today the program has been extended to managers and employees of other civil service agencies
• Participants acquired a practical model for better managing themselves and others in change and developed an action plan to create the factors needed to implement change

Feedback from participating managers

“The training made me think more about how much is really needed to make the change work. Good tools can bring a lot of clarity to change.”

“The training was structured logically, its content was interesting and easy to follow. The greatest value of the training was the system it gave me for understanding what stage we are in with our organization at the moment.”

“Very good and relevant training that is very applicable in everyday practice. This training is important for everyone in front of changes.”

Client Need

Playtech is the world’s largest supplier of online gaming and sports betting software. It’s one of Estonia’s 5 unicorns and they provide cutting-edge, value-added solutions to the industry’s leading operators.

One of the most important questions for the Playtech HR team has inevitably been: how can they support their leaders in their growth? They decided to focus on growing leadership competencies and unifying their leadership practices.

Our Solution

• Together with Playtech’s HR team, Change Partners helped to create Playtech’s first-ever global development program for new managers, with all people leads from different countries brought together. We held 38 sessions (equal to 86 hours of training time) over a 10-month period for three groups of managers – in total 90 managers.
• Fully virtual training program, using Zoom, polls and other interactive elements

The program consisted of a kick-off session and 5 modules:

MODULE 1 – My Job as a Manager

MODULE 2 – Understanding myself and my team

MODULE 3 – Managerial Communication – why, what, when and how?

MODULE 4 – Building commitment and ability in your team

MODULE 5 – Coaching based Leadership

Modules were supported by leading development tools like Everything DiSC Workplace profiles, Patrick Lencioni’s The Five Behaviors of a Winning Team, as well as different coaching and change management tools to ensure implementation on the job.

Additionally, Playtech’s top and middle managers were also provided a separate leadership development program to equip them in leadership roles and assure sponsorship to the project. The top-level program focused on building a winning team; strategic thinking and communication; sponsor role in developing leaders and coaching-based leadership.

Results through the client’s eyes

“Nothing helps more than a great partner who tries to understand your needs but has a strong backbone to also tell you if the requirements you want to set are not the wisest. Our recommendation to all other organizations is to choose the best of the best – this partner might cost more but as you have limited time, you need to take the maximum out of it.”

“The biggest victory moment of the whole process for us was seeing the “eureka” moments on the screen when, after practicing, someone discovered the impact of a newly learned tool or when we could detect a clear shift in a manager’s mind. One could not expect better feedback to their work done.”

Client need

Design agency Velvet had reached a stage in its development where the current structure no longer enabled the company to be managed effectively and to provide sufficient support to its people. They decided to create a layer of middle-level managers by promoting people from within the company to this role. For the new leaders to have better preparation and management tools in their new role and a common understanding of the responsibilities of the leader, we conducted a Leadership Pipeline management program at Velvet.

Our solution

The main goals of our 6-month program were:

• • Set common standards for Velvet’s management levels and describe expectations for different management levels
  • Create clarity on what it means to be a Velvet leader, what skills and behaviors are needed and how to develop as a leader
  • Lay a foundation for a leadership-based culture that is based on taking responsibility

Overview and structure of the Leader of Others program:

Results

We measured knowledge, attitudes, and behavior before the training, immediately after the training and 3 months after the end of the program. The results are benchmarked against the average of the training impact assessments collected by the international training auditor Peopleway.

The rate of application of the principles and skills acquired during the program is particularly significant – 3 months after the program, participants apply 80% of their learning and this is reflected in their daily activities. This is 37% higher than the international average.

Feedback

Velvet CEO Pärtel Vurma

“The biggest benefits and impact of the LPI program came from understanding the role and goals of a leader and in better organizing my work. Understanding that as a leader I achieve my goals through the success of others is important because these people used to be top specialists, whose success then depended primarily on individual contribution. This fundamental principle now allows managers to better understand their role, plan time, and prioritize tasks. This is especially true for those who, in addition to the role of team leader, continue to play the role of top specialists.

The tools learned in the program were also very useful in helping team leaders set goals for themselves and their team, provide feedback, delegate tasks, and build and develop a team.

One of the most valuable parts of this program for us was the opportunity to discuss the company’s goals and processes, as well as issues related to cooperation and development. Very well-structured and third-party moderated discussions on various topics gave us the opportunity to agree on principles that had not been explicitly described before. In addition, the program gave us a common and clear vocabulary to use for these conversations. It is a kind of long-term value tool that we have continued to use since participating in the program.

In conclusion, Velvet and I are only at the beginning of this journey, but a very strong foundation has been laid thanks to the Change Partners’ LPI program. From here, the development will take place on a much stronger basis. There is a lot of experimentation in our field, and we value and even encourage it in our team and culture. A strong foundation and a well-run organization give you the confidence to be creative and experimental. It allows us to keep moving forward towards our goals with confidence. ”

Client Need

Tallink acquired Silja Line a few years ago. In this context, the challenge was to increase top and middle managers’ ability to manage constant changes influencing their teams.

Our Solution

Delivered Prosci Manager Program and follow-up implementation support for Tallink ship captains and intendants. The program consisted of a 2-day training, followed by change project implementation by each participant and a 2-day reinforcement event.

Results

• Five groups and apx 75 managers from 3 countries participated in the program with high satisfaction rates.
• Prosci toolbox (ADKAR) is reported to be used after this training as a shared language among the managers to discuss changes.
• Project implementation in process.

Client Need

Pipedrive is a sales CRM and one of Europe’s most successful start-ups, making life easier for over 90,000 customers across 175 countries. A cloud-based sales software company that began as a small start-up has grown into a company of over 800+ employees and offices in 5 locations globally. A bigger organization requires new processes for running the business and motivating the highly skilled staff. Operating in a highly competitive environment demands innovation to provide improved customer experience and solutions.

Our Solution

• We provided the company’s key group of managers with a shared framework and methodology for managing change projects.
• 25 Pipedrive area managers participated in Prosci change management certification program.
• 10 groups of top and middle managers received Fundamentals of Change training.
• The workshop was delivered to 100+ employees to increase change readiness company-wide.

Results

• Successfully implemented change projects.
• Prosci certification program and other training programs have been added among Pipedrive regularly offered training solutions to its employees. 

Client Need

Tallinn City was developing a new IT system for improving its legislation processes of important City decisions. The new system was planned to outplace the old IT software, increase efficiency, transparency and engagement. Although technical solutions were ordered in procurement, its implementation needed to be supported to achieve adoption in all agencies.

Our Solution

• Delivered project team workshops and coaching to create a project implementation plan, change management plans and define roles​
• Provided the project team a shared framework and tools for planning and implementing the change project. Certified change manager and the primary sponsor of the project in Prosci 3-day Change management Certification program.​
• Will improve top and middle managers’ change management skills in a 2-day Prosci workshop. ​

Results

Improved change management competencies and in-house capabilities to run the project successfully. Project plan created and critical milestones to be achieved.​

The process of creating a new strategy involved most of the staff and generated commitment and communication from top to bottom.

Client Need

The main objective of the program was to support the implementation of the strategy of Eesti Energia Group through the development of leadership competencies, providing participants with theoretical knowledge as well as practical skills.

Our solution

• Between 2016 to 2018 we carried out the program for nearly 300 managers from the primary level to the top managers, including the management board of Eesti Energia. In 2019 the program continued.
• The focus of the program was the creation and implementation of a strategy, team leadership and development, and change management. The program was built on the principle of 70:20:10, where the central idea is that new skills and knowledge would be used in the workplace after the training. The development program consisted of 8.5 practical days of training with follow-up seminars supporting the implementation of the study.
• Program strengths which were brought out by the participants: practical content, supporting learning tools for managers, group coaching, workshops and presentations.

Results

• Significant increase in managerial competencies.
• Each participant designed and implemented a real change project with his team during the development program, which gave value to the company and also to the manager’s development.
• Managers started to use tools acquired during this training on a daily basis, ie – a strategy model has been introduced into the group as a whole.
• A more harmonized management culture.

Feedback

“It was a very comprehensive and intensive development program that addressed all the key issues of management. The greatest added value was the practical tools, which can be used very successfully by executives in their everyday work. Despite big amount of participants, we still managed to find time for individual change projects created by each manager at the end of the program. This program will definitely help to improve the management culture of the whole organization.”

– Karin Taalik, Eesti Energia Leadership Development Manager

Client Need

The goal was to develop the negotiation skills of client managers who play an important role in the success of the bank. It was important to increase their ability to understand and influence different people.

Our Solution

• The training focused on three key aspects of the negotiation – relationship, styles and process.
• Using the DiSC profile, each participant got to know their personal negotiation style and behavioral peculiarities, strengths and development needs. Through DiSC-based tools, participants learned to recognize the client’s behavioral style and to choose the right negotiation strategy which adapts to customer preferences.
• Participants learned how to prepare for the negotiations, start them in a correct way, listen to the position of the partner and ask questions, convincingly and self-assertively present their position, different techniques of influence, negotiate a common interest and seek initiative, deal with opposition and difficult situations, negotiate a decision.

Results

• Better negotiation skills.
• Participants started using effective persuasion techniques based on the tendencies and behavioral patterns of the client.
• Participants gained the ability and knowledge to rightly analyze ongoing negotiations and to plan for future negotiations in a meaningful way.

Feedback

“I learned a lot from the training – how to better prepare client meetings and more systematically adapt to the negotiation partner. DiSC will definitely help to communicate more effectively with the other party in the negotiations.”

“With the help of DiSC I learned to better understand myself and to better manage myself by understanding different types of clients.”

Client Need

The goal of Endover, the leading Estonian real estate developer, was to increase the efficiency of project implementation and cooperation between units and roles by developing leadership skills. The client also wanted to gain clarity and dedication to the company’s future strategic goals and choices in their fast-growing business.

Our Solution

We implemented a 5-module development program for nearly 20 leaders with Everything DiSC Workplace behavioral profiles and hands-on leadership tools. We focused on the manager’s personal effectiveness, leading the people and collaboration process and managing change. The program included Lean Collaboration Simulation as an innovative element to help analyze teamwork and process management skills. At the end of the program implementation of the gained knowledge to the workplace was supported by a group coaching day.

During the 2-month period, we also helped the leadership team to develop a corporate strategy clear and concise enough to fit on one page and is therefore easier to communicate. The strategy map method makes it easier to align company’s and business areas’ strategy maps and involves a large part of the employees in the strategy creation process.

Results

As a result of the development program, the leadership and collaboration competence of the project managers increased, and the team was more aligned with the common goals.

The process of creating a new strategy involved most of the staff and generated commitment and communication from top to bottom.

Client Need

The rapid rise in passenger numbers necessitated the upgrading of business-critical processes in passenger service and risk management, and it was important to train managers and project teams to manage these changes and increase their ability to handle changes in the future.

Our Solution

• 3 groups of top and middle managers passed Prosci’s change management program
• The project team and change ambassadors were selected to develop and deploy a toolbox for managing changes

Results

• Increased change management capability.
• Intention to apply the Prosci methodology throughout the company to improve the effectiveness of various change initiatives.

Client Need

Established in 2000, Enterprise Estonia (EAS) promotes business and regional policy in Estonia and is one of the largest institutions within the national support system for entrepreneurship by providing financial assistance, counseling, cooperation opportunities and training for entrepreneurs, research institutions, the public and non-profit sectors. The project was called to support the leaders of Estonia’s ambitious growth companies in designing and implementing integrated development plans.

Our Solution

In 2016 under the framework of the EAS Enterprise Development Program, we helped nearly 30 managers of manufacturing and IC companies to develop a development plan for their organization. Each manager was mentored by a top-management experience mentor for 30 hours.

We implemented tools for strategic and change planning, and included other management members of these organizations in discussions.

Results

• Greater clarity in the company’s development goals and resources.
• Development platform and new ideas for the growth of the company.
• Promotion of product innovation and increased export capacity.

Feedback

“Practical and realistic. The mentor is very helpful in both the development plan and the company’s overall strategy and personal counseling.”

“The mentor looked at the company with a look of an outsider. Saw what others do not see on a daily basis. For me personally most important was that he encouraged the company to grow and continue in the same way.”

Client Need

The goal was to enhance the achievement of strategic objectives of authorities, improve the administrative capacity and management capacity of middle managers in public service through the development of the competency model and development program for middle managers.

Our Solution

We conducted a study among 500 public service middle managers in order to identify their key challenges, common management activities, etc. Together with the customer’s expert group, we developed descriptions of core competencies and sub-competencies of a competency model and an assessment scale for public service middle managers. The model is different from many others because it was created as a so-called open model, i.e. the institution is able to supplement this universal model with their organization-specific competencies, which increases the operational value of the model. The model was tested by 100 managers and it was implemented as a pilot in one institution. In order to create a development program for Estonian public service middle managers, we conducted a survey among four foreign public service middle managers. To introduce the new competency model and development program created as part of the project, we moderated a dialogue forum for managers.

Results

• High satisfaction level from testing the competency model
• High readiness among managers to take the competency model into use
• Great interest among managers to participate in the development program

Feedback

“Today, the competency model has become a daily tool for development.”

Client Need

TREV-2 Grupp is a group that is focused on the construction and maintenance of infrastructure objects, structures and civil engineering works. They have modernized the majority of the Estonian road network. Approximately 400 people work at the company. The goal was to achieve higher efficiency and profitability of the company and better synergies between recently merged subsidiaries by developing a new strategy and values.

Our Solution

We supported the management in creating a new strategy by conducting strategy seminars for developing the mission, vision, goals and metrics. Over three consecutive years, we organized dialogue forums for key employees (managers) and staff in order to create better alignment of joint values and strategy and to enhance cooperation between entities and the efficiency of the organization in carrying out the strategy. We helped managers to understand how important their role is in carrying out the strategy and to take more conscious responsibility for the development of their team. In addition, we supported the management and heads of the department in creating a new organizational chart and developing the process.

Results

• Clear group structure and dedicated management and heads of department.
• Better organizational alignment and synergy between subsidiaries that had been operating separately.
• Change in the organizational culture toward desired values.
• Increase in satisfaction among customers and employees themselves.
• Improvement of the company’s key indicators.

Feedback

“There was a feeling of being able to cooperate between subsidiaries. Created confidence of working in a right way and in the right direction.”

Client Need

SA Innove is a competence center for general and vocational education and educational support services and an intermediary of European Union subsidies. The foundation was established in 2003 in the administrative field of the Ministry of Education and Research. Innove supports students in coping with life and contributes to the functioning of a flexible and balanced educational system.

Between 2016 to 2018 we conducted two school leader development programs  – “Change management” and “Value-based and learner-centered leadership”. Today’s schools need leaders who are learners themselves and who create a culture open to learning and change.

Our Solution

Over three years more than 500 managers of general education, vocational schools and kindergartens completed this development program. It was practical tool-based training, in which the executives worked on one of their real projects and received support for its implementation. The training programs consisted of 4 training days, in addition to individual and group coaching sessions.

Participants received support for a variety of change projects:

• the merger of two organizations
• implementation of learner-centered curriculum
• changing teaching habits
• innovation in teaching methods, etc.

Results

• A noticeable change in the systematic implementation of  new skills and knowledge
• Every participant in the course planned and implemented a real change project during the program, which gave rise to the value of Estonian schools
• Managers plan to use the received tools on a daily basis

Feedback

“A very practical training for a school principal which gave support and confidence in our work. After each training day, I had a lot of ideas about what I wanted to change and do. Inspiring, engaging!”

“Inspirational training which helped to understand the importance of the ability to change in an ever-changing world.”

“I’ve gained new ideas on how to innovate and how to understand values.”

Client Need

Established in 2000, Enterprise Estonia (EAS) promotes business and regional policy in Estonia and is one of the largest institutions within the national support system for entrepreneurship by providing financial assistance, counseling, cooperation opportunities and training for entrepreneurs, research institutions, the public and non-profit sectors. The goal was to support the success of administrative reform by training the leaders of Estonian municipalities in the context of mergers and providing them with the necessary support from top educators and mentors.

Our Solution

Between 2015 to 2018 we conducted three development programs for municipal leaders. The aim was to increase the management and cooperation capacity of local municipalities before and after the administrative reform, and to support the leaders in implementing the changes that they are facing.

In total 75 municipal leaders participated in the programs: mayors, deputy mayors, municipality governors and the chairmen of the councils.
The program supported leaders in making key choices for the region, planning comprehensive developments, and designing and implementing changes.

The program involved two study trips to Denmark where local leaders visited the success stories and well-functioning solutions of Denmark municipalities. Additionally, we offered mentoring services, where every municipal leader received mentor’s support to implement the development goals of their municipality.

Results

• Leaders became more aware of their role as head of change and have acquired a systematic approach for making changes in the local communities
• Significant increase in participants’ leadership competencies and confidence
• Finding innovative and thinking out-of-the-box solutions in providing public services and organizing local government activities

Feedback

“A clearer awareness of the role of the manager, thinking about key activities and gaining courage and confidence to make the necessary changes.”

“Innovative, thinking out-of-the-box solutions for development services (Danish examples).”

“The emerging learning network and social capital for further cooperation between local governments.”

Client Need

Ericsson is one of the leading providers of Information and Communication Technology (ICT) to service providers, with about 40% of the world’s mobile traffic carried through their networks. The client needed to raise awareness among the managers about the importance of their role in securing a safety culture.

Our Solution

We involved more than 120 Ericsson first and middle management leaders in safety discussions in order to increase leadership responsibility and their dedication to the topic. In cooperation with the client, we designed a Safety Dialogue Map for managers, and we conducted discussions in Estonian and Russian which were focused on the following questions:

• What are the success factors of effective leadership in the field of safety?
• What is your organization’s safety culture today and how can it be developed further?
• How to prevent future work accidents?

Results

• The leaders became aware of how much really depends on their example and practice. Managers found that there is a huge difference between the ways in which to communicate safety issues with their employees and how to get people involved and ready to give feedback. Through analyzing previous accident cases, they also recognized the importance of paying attention to incidents, how a small thing can become a serious accident if not addressed at the right time.
• The participants formulated several dozen upgrading proposals to ensure a safe working environment and safe behaviors. The projects are jointly funded by plant managers.

Feedback

“The format of the dialogue card is a good alternative to lecture training. It often creates a debate and the participants create personal relationships that help to strengthen the company’s safety culture.”

– Evely Gorobinski, Work Relations and Competence manager, Ericsson Eesti AS

Client Need

Occupational safety is a high priority in UPM factories. In 2012, the management of Otepää factory set the goal to reduce accidents at work and risk behavior through the development of a safety culture.

Our Solution

• We started the project by analyzing UPM’s safety culture.
• With focus group interviews and management seminars we mapped the main development areas and prepared an action plan with tools to help achieve the desired occupational safety culture.
• Over three consecutive years, we conducted different dialogue seminars for 200 employees of the UPM factory, using specifically designed occupational safety dialogue maps.
• In addition, we trained UPM’s managers to understand the importance of their role in ensuring occupational safety and helped them to plan safety-related dialogues with their employees.

Results

• The apparent change in the attitudes of employees and the formation of the “Safety begins with me“ attitude.
• People talk about occupational safety and take better care of their workplace.
• Complying with safety rules and collective responsibility has improved.
• Dialogue about safety is highly valued by the management and the employees.
• Improvement of several key indicators and the longest accident-free period (110 days) following the project.
• Increase of employee initiative – several dozens of ideas for improvement on how to make the workplace safer.

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“Broadening perspectives – safety is not just personal protective equipment, it is so much more. We ourselves must be more careful and draw attention to the disregard of safety rules. Many things become clearer through discussions.”