Kela – The Social Insurance Institution of Finland
Strategic renewal of internal services
Kela’s shared services unit, which provides essential procurement, human resources, financial and workplace services for Kela’s employees, initiated a strategic foresight project together with Solita. The project’s primary goal was to develop a unified 10-year vision for the future of Kela’s internal services and drive the necessary transformation towards this vision effectively.
Solita’s co-creation and participatory working methods played an important role in our project. Solita’s experts also helped us to clarify and crystallise the essentials of the change at hand.
Jukka Helin Director of Shared Services, Kela
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A well-defined and approved strategic direction for the management of internal services, officially endorsed by Kela’s management team
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Supervisors and developers reported feeling well-supported in navigating and leading change
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A pulse survey revealed high awareness: 99% of respondents were aware of the future vision for internal services and its objectives
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62% of respondents indicated knowing how they can contribute to achieving these objectives, fostering a sense of ownership
Identifying key drivers
In the first phase of the project, we used various prioritisation methods to select the four most important drivers of change from a large number of factors affecting Kela’s operating environment. The impacts of these drivers on different areas of internal services were then described.
We utilised prioritisation methodologies to pinpoint the most impactful change drivers influencing Kela’s operations. A detailed analysis followed, mapping their specific implications across various internal domains.
Petri Aaltonen Strategic Design Lead, Solita
Crafting the future vision
Through a collaborative process and leveraging a range of change hypotheses, we co-created a clear, shared vision for the evolution of internal services for Kela.
A comprehensive analysis of the current state was conducted to evaluate the distance between the current state and the aspirations of the future vision. Based on the analysis, a number of strategic choices were made, and key development themes were then identified and prioritised.
Building the roadmap and toolkit
The development themes were translated into a concrete roadmap, detailing 11 actionable development measures. Dedicated development teams were formed, and project plans were established for each initiative.
To ensure effective change adoption, we developed a tailored change communication toolkit. With Solita experts, the tools were thoroughly rehearsed within internal services’ management teams.
“ The work continues in the form of implementing the development initiatives that were launched with Solita’s help.
Niina Linkova Strategic Renewal Project Lead, Internal Services, Kela
“For Solita, this project was very relevant since it addressed the universal challenges that all public services in Finland face: fragmenting customer behaviour, rapidly changing technological environment, and increasing efficiency requirements. It was meaningful, also for us, that we could develop an attractive vision and practical change plan for Kela’s internal services,” says Petri Aaltonen.
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Petri Aaltonen Strategic Design Lead, Solita
[email protected] +358 40 550 6880
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