New operating culture

OP Financial Group is undergoing a significant change in terms of mindset and operating culture. The aim of our transformation is to improve employee experience, customer experience and productivity.

You have probably often heard of an agile teams succeeding in its goals and achieving great results. Hardly ever does anyone hear the full story of the long list of trials before the final success.

In showing the way, the key is that the team and each team member understand how their own work relates to OP Financial Group’s targets and priorities. An autonomous team can then select the targets and success indicators for its own work.

Things go best when targets and boundaries for our work are agreed together and the supervisor then has confidence that the team can do its work well. As a subordinate, I’m very independent, systematic and logical.

To make the practices of competence development an integral part of our daily work, we need to ensure a certain environment for them. Mutual trust and psychological safety within a team form the bedrock for everything. Thanks to measures such as recurring rounds of feedback in which people are encouraged to participate, we have already evidenced some cultural change that we are seeking.

We can dump the old-fashioned distant management and the belief that knowledge is power. In a self-managed and autonomous operating model, these have been replaced by the team and the supervisor working together, open communication, continuous feedback, good chemistry between people and interpersonal relations.