Sami Lahtinen’s blog: A company cannot move forward by using yesterday’s methods If we want something to happen, it must be someone’s job. We’ve repeated this idea throughout the year as part of Enersense’s strategy work. Leading development and ways of working is work, too. Data alone won’t drive improvement; it must be turned into action. I lead Enersense’s brand-new Business Development, Enersense Way & IT unit. Our updated purpose is: Delivering the essentials of tomorrow’s society. If we want to live up to that promise, we must evolve for the future. Our customers expect it as well. For instance, we have ambitious emission-reduction targets that we proudly present to our customers. Reaching them simply isn’t possible without continuous development. At the same time, we aim to be an efficient and proactive partner for our customers. Many organisations have a role or team dedicated to development. Enersense’s solution is a unit that brings together more than twenty experts in strategy, way of working, sales and digitalisation. The unit also includes new Centres of Expertise (CoEs), which build a unified way of working across our businesses. They ensure we develop the competencies and methods needed in the market efficiently and collaboratively. Our data and IT specialists are part of the development unit, as our strategy centres on digitalising our delivery models to stand out through efficiency and transparency. Our unit is filled with experts who get excited about digital solutions that enhance efficiency, transparency and productivity. Development is born from data, but it lives through culture We’re at the cusp of a major shift. We’ve traditionally done many things in a decentralised way, and now we’re building a unified way of working based on six cornerstones: organisational structure, roles, processes, metrics, IT systems and data utilisation – while recognising the competitiveness factors of each market. When our operating model is consistent across the business, we benefit from scale. Ultimately, our aim is quite simple: to increase the value delivered to customers in every market, smartly and competitively. But none of these plans will succeed without a strong company culture. A shared operating model works when we know one another and build trust together. That’s why I hope my team forms strong networks within the organisation. I have many years of leadership experience. It’s valuable, of course, but it also comes with a risk: am I able to renew myself and listen? When culture evolves, leaders must evolve with it. Our unit serves as a bridge between strategy, digitalisation and business. Our task is to help Enersense understand the direction the world is heading. When business and development move forward together, we can deliver the essential functions of tomorrow’s society that we promise our customers. Sami Lahtinen
