Fujitsu Finland Ltd
IT services company Fujitsu Finland Ltd began its transformative journey at the start of 2022. Firstly, the strategy of the conventional organisation was considerably streamlined. Subsequently, the new strategy was implemented, utilising the OKR approach. Henri Sora was recruited to steer and assist the OKR rollout.
Practical trainings gave Fujitsu’s OKR work a solid foundation
In the dynamic environment of Fujitsu Finland‘s organisation, there was a willingness to change when the new strategy was implemented in spring 2022, using the OKR method. CEO Hanna Kivelä had prior, in-depth conversations with Henri Sora regarding leadership and OKR work, making Sora a logical partner for implementing the strategy.
“I knew that the OKR method would be a perfect fit for Fujitsu’s requirements, given its implementation at my prior workplace for ten years. Nevertheless, I believed that it was insufficient to rely solely on one Kivelä from Google for knowledge transfer. As a CEO cannot be a specialist in all areas, I requested Henri’s help for the transformation journey,” stated Kivelä.
Fujitsu initiated its strategy by conducting practical OKR training sessions which spanned the entire organisation, consisting of 2,000 members operating in both Finland and Estonia. Sora provided training to the management, front-line staff, and teams, in addition to coaching the OKR circle formed by Chief Strategy & Transformation Officer Mikko Lampinen, using volunteers dedicated to OKR work. Together with Lampinen, Sora aided the coaches in understanding how to implement the OKR method and the various coaching strategies.
“Henri’s contribution to our OKR deployment was immense, especially in the early stages. Henri played a vital role in initiating the change, and I deeply appreciate his willingness to assist us,” acknowledges Lampinen.
With Sora’s help, ambitious goals were achieved
The second year of implementing OKR at Fujitsu commenced in April 2023. While the first year was a period of learning, by year two the OKR approach had already become an integral part of Fujitsu Finland’s culture. Finland is at the forefront of OKR implementation at Fujitsu, with its work garnering keen interest from across Europe and around the globe. In addition, the OKR framework is utilized as a tool with customers and partners, facilitating joint decision-making on priorities and objectives. Kivelä refers to the OKR methodology as a 360º management model.
“The OKR model has revolutionised our strategy process. I receive positive feedback from all areas of the organisation, endorsing its effectiveness in enhancing employee productivity. OKR empowers our workforce and aligns the company’s overall goals with day-to-day operations,” shared Kivelä.
Additionally, Kivelä stated that Fujitsu Finland had set bold objectives from the outset of implementing OKR. With Sora’s assistance, every department successfully established their individual OKRs within the first quarter.”
“I believe this was an extraordinarily valuable and actionable outcome. Without Henri’s methodical guidance and support, we would not have been able to make such rapid progress with the entire team. He has provided assurance to our transformation journey, serving as a guiding force and unwavering source of assistance, guaranteeing that we are advancing at the appropriate rate,” states Kivelä.
“Henri is an expert who stands on his own two feet and knows how to ask tough questions.”
A storyteller who explains things in an understandable way without using engineering jargon
Kivelä is hopeful that the OKR method will be widely adopted by companies and organizations. He encourages Finnish companies to innovate boldly in a world that is changing rapidly. She admits that she has recommended both OKR and Sora to other organisations.
“Henri is absolutely exceptional. He brings the voice of experience and expertise and he knows how to implement OKR in a smart way, combining theory and practice. Henri has thoughtfulness and knows how to tell the OKR story to different people. In fact, Henri has a bit of a storyteller’s defect – he can explain things in an understandable way, even visually, without using engineering jargon. He is an expert who stands on his own two feet and can also stimulate with difficult questions,” says Kivelä.