The document discusses organizational culture and leadership. It provides examples of company cultures from Futurice, Pipelife and Novia. These illustrate the importance of transparency, trust, listening, developing employees, and saying thank you. Leadership is seen as crucial to shaping culture by communicating values and seeing people's potential. The overall message is that culture is more important than strategy, and that small, continuous improvements can revolutionize an organization.

2. Organisation Cultures and Leadership
 Agenda
 Who am I and What is Institute of Marketing?
 What is Organisational Culture? What Leadership means to
you?
 Case-examples
• Communication & Impact
• Listen & Develop
• Say thank you
• Inspire
 Task
 Summary
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3. Who am I?
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4. The Institute of Marketing as a company
The Institute of Marketing in figures
Offers training
2 abroad, eg.
Employs overs
Two centres: training in
Helsinki ja
Oulu.
Russia and in
Russian
400 Approximately
experts from
Operates
nationwide. 30 the world of
business as
4200
years students a year
trainers
Trained 360 000 professionals in Finland
since its founding 80 years ago
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5. The Institute of Marketing as a company
Our mission and vision
Mission Vision
We help businesses succeed Our customers recommend us
by turning their staff into as passionate facilitators of
even better professionals. visible change.

6. Effectiveness of training
What has an effect?
© Markkinointi-instituutti

7. The Institute of Marketing’s services
Areas of training
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8. What is Organisational Culture?
What Leadership means to you?
 Discuss few minutes what you think about organisational culture
and what leadership means to you?
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10. Communicate & Impact
 Case Futurice
 Freedom, responsibility & trust
 Transparency
 How people are leaded in Futurice?
 95%!
 Levels
 Ask-the-CEO -event
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11. Communicate & Impact
 What we can learn from Futurice?
 Transparency
 Trust
 Use a different kind of communication
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12. Listen & Develop
 Case Pipelife
 Why listening is so important in Pipelife?
 How developing shows in Pipelife?
 Roadmap to the future
 Develop the culture!
 Managerial discussion
 Four times a year
 Employee view
 Brainwork
 Maximize the decision making power
 Ideas
 Leadership
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13. Listen & Develop
 What we can learn from Pipelife?
 Develop & implement ideas
 You have two ears, but only one mouth
 Break the habit!
7.3.2013 © Markkinointi-instituutti

14. Say thank you
 Case Novia
 Key tool is organisation culture
 Values
 Novia-mindset
 Different ways to thank
 Positive feedback
 Team spirit
 Thank you -event
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15. Say thank you
 Leadership
 Respect
 Awarding
 What we can learn from Novia?
 We can thank in different ways
 Appreciate co-workers & their work
 Respect
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16. 7.3.2013 © Markkinointi-instituutti

17. Inspire
 Inspiring story
 Special glow, chemistry and meaning
 Minimum performance versus maximum performance
 Peoples potential
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18. Inspire
 Leadership
 See the potential
 Trust your people
 Communicate
 What we have to remember when we are talking about inspire?
 Revolutionize the habits
 See the potential
 Trust
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19. &SAMHOUD
Core values – Higher goal –
What do we Why do we
stand for? exist?
Core Audacious
qualities – goal – Where
What do we are we going
excel at? to?

20. Leadership
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21. Leadership
 What is the role of Leadership in organisational culture?
 Confirm the change
 Be a support and safe
 Makes a sure that everybody keeps on
 Shows example
 Communicate
 AND REMEMBER: You can’t command the culture, but you can
use the power in it. It’s all about the history, people and the
future!
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22. © Markkinointi-instituutti

23. TASK
 Four or five persons in one group
 Make a poster / magazine cover
 What kind of culture you have in your company?
 What makes it unique?
 Why people want to work in your organisation?
 What is the most important things in your organisation?
 Your organisation is going to participate in GPTW-survey.
 Use your imagination!
 Here is a little help for your work…
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25. WHAT YOU HAVE CREATED?
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26. WORK IS NOT SO SERIOUS…
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27. SUMMARY
 Culture eats strategy for lunch.
 Culture eats strategy for breakfast.
 Culture eats strategy always!
 Don’t wait the change. Make the change!
 Every day a little better.
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28.  Asta Rossi Kulttuuristrategia 2012.
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