VALOA – towards a coaching and learning work culture in central government

VALOA – towards a coaching and learning work culture in central government

Case Study

VALOA – towards a coaching and learning work culture in central government

VALOA Case Study

The transformation of working life is also strongly visible in the state administration. The State is promoting networked cooperation, a phenomenon-oriented approach, the ability to innovate and strategic agility, among other things.

The Working Life Services team is part of the State Treasury. It is a partner in strengthening the capacity for change in government organisations. Together with a wide range of developer networks and partners, it aims to support the capacity for renewal, the functioning of work communities and good working life, as well as the work towards sustainable development in the State administration.

 Challenge

The State Working Life Services team set out to develop a website that supports and promotes a coaching and learning work culture, based on a commonly identified need. The aim was to provide inspiring and engaging content in an easy-to-use, practical way to support the change of work culture in a changing and connected working life.

 Solution

In cooperation with the Working Life Services and government developers, Intolead conceptualised the VALOA website to promote a coaching and learning work culture in government and was involved in its first implementation phase. Intolead was responsible for the visual design, the user interface design and the scripting of the main content of the website. In addition, Intolead produced an illustrative animated video presenting the VALOA website and the coaching and learning work culture as a whole and its benefits to users.

 Results

The VALOA website has been co-created with users. It forms a stimulating and inspiring work culture experimentation package. The content and services on the site will help to develop approaches to pool resources and expertise across administrative boundaries to achieve better results and effectiveness, satisfied customers, motivated employees and an evolving public administration. The website was launched at State Expo 2022 and its content is constantly evolving.

The freedom and safety of model flying starts with skills

The freedom and safety of model flying starts with skills

Case Study

The freedom and safety of model flying starts with skills

The Finnish Aeronautical Association Case Study

The Finnish Aeronautical Association (FAA) is the national umbrella organisation for sport and recreational aviation, founded in 1919. It has more than 226 member clubs and around 7,300 individual members. The clubs are spread evenly throughout Finland, from Hanko to Ivalo and from Vaasa to Joensuu. The FAA’s vision is that the whole of Finland will be actively engaged in aviation. It helps its members to ensure and strengthen their aviation skills and to promote the development of traditional and new aviation.

 

 Challenge

With the new EU regulation, the operating conditions for unmanned recreational aviation are changing. The FAA and the Aircraft Committee needed to develop communication on the change and provide multi-modal training solutions for the aviation enthusiasts of the FAA as part of the operational models required by the new licenses.

 Solution

Together with key members of the FAA, Intolead designed and implemented a website for the FAA’s rules for the model flying activities and an interactive and inspiring online course for members of the FAA wishing to complete the SIL16 Unmanned Aerial Practitioner qualification. Intolead was not only responsible for the learning design and pedagogical design of the online course but also designed the overall visual identity and the necessary illustrative and media elements to illustrate the regulations.

 Results

The model flying rules website and the online course for the SIL16 qualification provide a flexible and inspiring way for aviation enthusiasts to learn independently the licenced and safe practices for unmanned aviation. It will make it easier and more versatile to obtain the qualifications required for model flying, regardless of the type of activity. The FAA will be able to better serve its members and the implementation of qualification exams will be more efficient.

“Working with Intolead was easy and smooth. The result was a visually striking package. Intolead’s experts brought insight and expertise to the project that will continue to propel aviation enthusiasts’ learning experiences to new heights.”

Petri Kantola, Chairman, Unmanned Aviation Committee, Finnish Aeronautical Association.

Are -The project process evolves with a digital learning pathway

Are -The project process evolves with a digital learning pathway

Case Study

The project process evolves with a digital learning pathway

ARE Case Study

ARE is a Finnish family-owned company with more than 100 years’ experience in technical building services. The company provides solutions and services for the full life cycle of properties, from the initial construction phase and maintenance to modernisation and renovation. ARE operates in three countries and has a total of 3.300 employees in Finland and Sweden.

 Challenge

Implementing the reformed project management process

ARE had identified the need to update and standardize its project management process so that in the future, certain specifically defined critical project areas would be implemented in an aligned manner across all ARE projects. The aim is to ensure that all staff working on ARE projects are familiar with the operational process and the associated responsibilities, practices, tools and guidelines.

 Solution

The Intelligent Project Management learning pathway

 

Together with ARE key persons, Intolead conceptualised the classroom-style training as an effective online training package, with monthly training sessions split into their own modules. The 10 modules of the training cover the entire project lifecycle from tender to implementation, handover and post-project evaluation.

The training modules are delivered as straightforward and practical online courses using case-based learning. Learning objectives are supported by interactive course exercises and illustrative videos. It takes approximately one hour to complete one course module by self-study. In addition, learners will take a separate final exam.

 Results

An efficient and flexible learning pathway to support the development of project skills

 

ARE’s Intelligent Project Management learning path provides an inspiring and effective interactive handbook for both induction of new staff and for the maintenance and continuous development of the skills of those working on projects.

The online courses have been well received by users, perceived as fresh and inspiring.

The training modules can be used in a variety of ways: they can be completed entirely on your own or even together with a team. In the future, language versions of the training modules can also be developed.

“The cooperation with Intolead has been efficient and fruitful: the result is content that looks like ARE, is of high quality pedagogically and visually, and works perfectly both as self-study material and as support for live training sessions”

 

Katja Pekkanen,
Director, PMO,
ARE Oy

Competitiveness through new leadership practices

Competitiveness through new leadership practices

Case Study

Competitiveness through transformed leadership practices

Crasman Case Study

Crasman is a 25-year-old digital agency that produces high-quality e-commerce solutions and related services. From a small company with a few employees, Crasman has grown over the years into a stable and reliable operator operating in three different locations. In addition to e-commerce solutions, Crasman’s core competencies include customer experience development, website development, product information management and digitalisation of business processes.

 Challenge

How to develop leadership skills and management structures that inspire people and support company on the growth path?

Crasman wanted to identify what and what kind of management structures and leadership practices are needed to support a business on a growth path. The structures and practices were intended to support both the achievement of strategic objectives and the smooth running of day-to-day operations.

 Solution

Co-creating the leadership principles and practices

Intolead and Spinnrock coached and facilitated the development path of Crasman’s management practices. Orientation to the work was provided through an ABC of Leadership training for all staff, bringing everyone on the same page about the basics of leadership. The focus of the training was self-directed organisation and day-to-day management. 

Next, leadership practices were developed and formulated through a series of workshops with a cross-functional planning group consisting of Crasman’s front-line staff, account managers, specialists and the management team. In addition, input and development ideas were also gathered from staff and customers.

The development work started by defining the Crasman Leadership Principles, which help to lead the work community in a consistent way, rooted strongly on Crasman’s values.

Based on the leadership principles, concrete practices were designed and formulated for the  top three main areas of leadership Identified by Crasman’s personnel, clients and the design team, namely: 

  • Success management
  • Leading well-being at work
  • Managing one-to-one conversations

The capabilities and competencies required to lead each practice were also identified, as well as measurable objectives applying the OKR framework.

Service design methods and co-creation tools were at the heart of the process, to make the process user-centered and participatory.

 Results

Leadership principles and practices based on values and culture that support growth and smooth business operations

As a result, a set of leadership principles based on Crasman’s values and culture and the management practices that implement them were formulated to help the company create a competitive advantage by streamlining everyday life and achieving its strategic business objectives. At the same time, an operating model was created that Crasman can use to further develop its management structures and leadership practices.

“Crasman is Finland’s leading e-commerce expert. The position requires the right leadership and management skills. Together with Spinnrock, Intolead coached and facilitated the transformation of Crasman’s leadership practices. Spinnrock and Intolead systematically guided us towards action and ensured that development was based on facts rather than assumptions.”

Samuli Hokkanen,
CEO,
Crasman

Impactful e-learning at the Customer Service Academy

Impactful e-learning at the Customer Service Academy

Case Study

Impactful e-learning at the Customer Service Academy

White Hat / Customer Service Acedemy

White Hat is Finland’s most experienced customer service optimisation agency. The company’s mission is to make Finnish customer service the smoothest in the world and to help organisations manage their customer service in a smart and efficient way, based on facts, industry best practices and data.

 Challenge

Turning training into a scalable business

White Hat’s service portfolio includes both consulting and training services. The challenge was how to make training independent of time and place and enable a new, scalable business.

Solution

the Customer Service Academy – an effective e-learning platform

The Customer Service Academy is a web-based, inspiring and interactive coaching platform for customer service managers, leaders and experts.

Intolead conceptualised and implemented the academy and online coaching in a digital learning environment that enables a modern and engaging way of learning.

The main idea behind the trainings is to provide an understanding of best practices in customer service and to bring more skills and tools to successfully manage customer service on a day-to-day, knowledge-based basis.

 Results

Future-proof approaches for today’s key customer service personnel

The Customer Service Academy is a concrete and inspiring way to develop your professional skills in a self-directed and self-paced way. The platform also integrates easy-to-use e-commerce functionality. The Academy has received good feedback from users and has brought new business opportunities for White Hat.

 

Intolead’s input and expertise in areas such as pedagogy, visual and user interface design have been key to the successful implementation of the Academy.

Samuli Ketola
Partner / White Hat

Growth through digital learning

Growth through digital learning

With the ongoing COVID-19 pandemic, numerous organizations and managers are understandably in a crisis mood. There is a risk that survival will take over and learning and skills development projects that are vital to future success will fade to the background to wait for better times. Now, if ever, it is important to invest in competence development, and digital learning provides an impressive pathway for this.

Over the past year, we have learned to hold effective meetings, do sales work and maintain customer relationships online. Digital tools enable flexible remote work and interaction conveniently.

Online training has for a long time been a part of the available range of learning tools, and the pandemic crisis has created a digital leap in both educational institutions and companies. Unfortunately, however, online training is often reduced to a mere sharing of documents and presentations or talking head videos on the learning platform.

Effective e-learning is a carefully thought-out entity that includes for instance the following:

  1. Learning objectives have been thought out and set for the training and form the basis on which both the content and the related tasks are planned.
  2. The objectives are measurable, so at the end of the training it is possible to assess how well the learning objectives were achieved.
  3. The entity is consistent, appropriately paced and progresses logically.
  4. The broader entity is divided into modules and into sections according to the themes to be learned. Entities that are too long and heavy will not promote learning.
  5. The content is designed in a user-oriented way and the entity contains various elements and interactive tasks that activate the learners and support learning.
  6. The training includes social elements where users can share what they have learned, give tips and discuss the topics.
  7. The training provides analytical information that can be used to monitor learning and develop the content further.

Learning forms the basis not only for overcoming a crisis but also for future success and growth – both at the organizational and individual level. In these times, promoting digital learning is more important than ever. However, organizing digital learning in companies requires special skills, technologies and resources.

To help you and your company to get started, Intolead has implemented a visual guide in the form of an online course on the building blocks of effective online training. If you are considering how digital learning should be integrated into your company’s strategy, or if you are preparing an online training or a related call for tenders, this guide is for you.

After completing the online course, you will understand what the learning objectives are, what makes up effective online training, what benefits online training can bring to your training strategy, and what things to consider when preparing a call for tenders for digital learning.