Case Tampereen Sähkölaitos

Corporate culture supports digital transformation

Case Tampereen Sähkölaitos

Corporate culture supports digital transformation

Successful reformation needs to be supported by culture

Tampereen Sähkölaitos aims to be a pioneer in the energy sector, which is experiencing major reforms. That is why the traditional 130-year-old company has completed reforms in all levels of its operations. Their strategy, processes and data systems are all being redesigned.

“In order to gain the most out of the investments in the reformation, our staff has been actively involved in the joint task. It is also important to make plans to reinforce our corporate culture to support the development work,” says Jussi Laitinen, CEO, Tampereen Sähkölaitos.

Foundation made of trust, transparency and co-operation

During the project, the company’s culture has been evaluated from the standpoint of values, everyday operating methods, and leadership.  Tampereen Sähkölaitos wants to be seen as a company of the future, where employees want to develop themselves and their work communities. Cultural ambassadors were recruited to investigate the staff’s opinions about the organisation’s activities, strengths and weaknesses.

Corporate culture involves all of our employees and continues to expand

Designing the new and stronger corporate culture began with an initial survey, which consisted of an interview-based study and an online questionnaire. Co-operation and the development of trust and transparency were assigned as the foundation of the electric company’s corporate culture. Facilitated workshops were arranged to discuss together how these can be concretely incorporated in our daily work. It was also possible to participate in the discussion in break rooms and other staff facilities. Everyone will become familiar with our corporate culture by attending orientation training sessions and through the allocation of responsibilities. Relevant issues were explored further in a road show, which covered the entire organisation, and in high-quality content in internal communication channels.

Culture is built together, but never completed.


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Aiming to be a pioneer in the energy sector

It was identified that reaching the goal required a cultural change
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Employees included in culture development

Change aims to increase employees desire to develop themselves and their work community
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Successful corporate culture involves everyone

Co-operation, the development of trust and transparency were defined as the foundation for culture building

"We have had impetus for and fresh ideas about developing our corporate culture. In addition to the practical implementation of the transformation, the support from Gofore’s consultants has been invaluable."

Leena Parvio

Vice President

Tampereen Sähkölaitos

Professionals in our work community
ICT development projects with Gofore in 2018
Years of providing electricity in the pirkanmaa region

Convinced? Lets have a chat.

Sanna Hildén