Success stories – Keusote
LaaS offered Keusote, a pioneer in the municipal sector, tangible tools for a culture reform
The challenge - Combining six different operating models
The social and healthcare sector is under huge pressure to redesign their whole operational environment. Keusote was looking for partners and tools to help promote a more self-directed and collaborative organizational culture. They wanted to bring together six different municipalities and their working cultures while allowing their employees to take more ownership of their work and competence development. LaaS provided all the necessary pieces of the puzzle.
Public social and healthcare services
“It was obvious to us that we needed outside support to introduce a totally new way of operating. Our goals were clear, but we didn’t have the resources to figure out how to move forward. LaaS gives us tangible tools for making this change and our data-driven digital transformation happen. LaaS also helps us to be pioneers in our field by reforming the leadership methods of the public sector.”
Better well-being through skill sharing and decentralized leadership
Keusote’s HR Director Päivi Autere and Specialist Tanja Hiilinen-Häsä want to ensure that their staff can thrive and take control of their work. They are also determined to turn Keusote’s strategic objectives of self-organization, customer-centricity, and pioneering operating models into concrete action that has a positive impact on the daily lives of their employees.
“We want to redesign our manager-driven functions into employee-centric services for our internal customers. LaaS helps us do just that while also providing us with a whole new channel for skill sharing. The idea that hey, we can all help each other out becomes the new norm, and we don’t have to turn to our superiors every time we need answers.”
Work in the social and healthcare sector is inherently meaningful and socially valuable, but with the choking financial pressure and expectations of productivity, a sense of hurry often overtakes the sense of meaning and purpose.
“We strongly believe that self-organization has a positive impact on workplace well-being, the number of sick leaves, and the customer experience. We do not want our employees to feel like they are drifting through their days. Instead, we want them to make an impact and take an active part in the development of their work and the quality of customer experiences. High-quality customer work and streamlined teamwork are important for our people, and LaaS helps us improve both in a very hands-on way.”
“Healthcare innovations and technology are developing at great speed and we believe that technology is an equally valuable asset in HR work. One of the amazing features of LaaS is its user-friendliness and needs-oriented model that genuinely makes peoples’ lives easier.”
Agile steps forward
The LaaS onboarding at Keusote is led by a core team and supported by the organization’s own Culture Agents. During the first phase, LaaS was introduced to managers and superiors, who will familiarize themselves with the tool without any rush before the whole staff has access to it. The first service selection consists of services designed for managers, their well-being and managerial skills, and the organizational culture.
“When we looked for internal service providers, the importance of making expertise and competencies more visible became very clear. We employ staggeringly skilled people, and soon we will gain even more insight into the expertise of our staff. And after that, we will be able to put that expertise into better use. It has been remarkable to notice how this kind of an operational model truly promotes a culture change, motivates people, and creates a sense of community. When you show people that you trust them to share their expertise, great things come of it.”
“We especially appreciate how straightforward and flexible our collaboration with Vincit has been. The LaaS coaching program and the hands-on workshops hosted by the LaaS coaches have been really valuable for our key people. Without them, our culture reform project would have been a bust.”