Strategy across 2,000 employees, two countries.

A change-ready organization needed a model

Fujitsu Finland, operating in a dynamic environment, had clear readiness for change when the new strategy was put into practice with the OKR method in spring 2022. CEO Hanna Kivelä had already had deep conversations with our consultants.

"I knew that the OKR method would fit Fujitsu's needs perfectly, because we had been using it for a decade in my previous workplace. At the same time I thought it isn't enough for one Kivelä to come in from Google and bring the teaching. A CEO can't be an expert in every field, so I asked Henri to help us on the change journey." Hanna Kivelä, CEO

Bringing the whole organization along through training

Strategy execution began with practical OKR training that ran across the entire 2,000-person organization in Finland and Estonia. Sora trained the management team, supervisors and teams, plus an OKR coach circle formed by Chief Strategy & Transformation Officer Mikko Lampinen from volunteers.

"Henri's contribution to our OKR rollout was enormous, especially in the early stages. Henri was a central enabler for us in getting the change moving, and I'm truly grateful that he wanted to help us." Mikko Lampinen, Chief Strategy & Transformation Officer

OKR as part of the DNA

At Fujitsu the second OKR year began in April 2023. Where the first year was about diligently learning the OKR method, by the second year OKRs were part of Fujitsu Finland's DNA. Finland is Fujitsu's OKR pioneer country, watched across Europe and the world.

The OKR model is also used as a tool with clients and partners, where shared priorities and goals are decided together. Kivelä calls the OKR method a "360° leadership model."

"The OKR model has brought a new angle to our strategy work. I get feedback from across the organization that this tool is really good and helps people in their own work. OKRs empower and bring the company's strategy into everyday work." Hanna Kivelä, CEO

Ambitious goals met

Fujitsu Finland had ambitious goals right at the start of the OKR journey: every team in the company was to have its own OKRs in place during the first quarter. With Sora's help, this was achieved.

"I think this was a truly remarkable, concrete result. Without Henri's systematic training and hand-holding, we wouldn't have been able to get moving across the whole team this fast. He has brought a sense of safety to our change journey, acting as a herald and a support pillar." Hanna Kivelä, CEO