The pace of technological transformation challenges organisations to renew their thinking, operating models, and competencies. This is not a quick sprint, but rather an endurance event—a long journey of change where success is built on consistent leadership, continuous development, and open dialogue.
Successfully leading long-term transformation journeys requires a clear and strategically anchored roadmap to guide toward objectives. Change management must be integrated into the everyday life of the organisation, with special attention paid to employees’ understanding and well-being.
Cybersecurity and the utilisation of Artificial intelligence are current examples of technological transformations that demand a long-term journey from organisations. Achieving sustainable results requires seeing change as a long-term process based on renewing mindsets and ways of working, as well as continuous development and learning at every level of the organisation.
– Navigating technological transformation calls for sustained commitment, transparent communication, and shared learning, where leadership sets the direction and employees actively participate. A culture of experimentation and ongoing development are essential. Success is supported by metrics, and concerns or fears can be addressed through open discussion, summarises Maria Rusko, Head of Change Management Business at Gofore.
At the Gofore Leading Change event in Helsinki on November 6, 2025, AI Finland’s Community Manager Jenni Porvari and KONE’s Head of Cybersecurity Governance, Risk & Resilience, Pauliina Hartikainen, shared their perspectives on executing and leading long-term change journeys.
Skills, attitudes, or roles—what determines success in AI transformation?
According to the Nordic State of AI Survey, organisations see the most significant challenges in AI adoption deriving from low investment, lack of skills, unclear processes and role expectations, and data quality.
AI Finland’s Jenni Porvari highlighted concrete change management methods by which organisations can succeed in the AI transformation:
The success of AI-related change is not merely technological, but above all a process that renews people’s thinking and actions. Change management should be integrated into daily conversations and decisions, and even small achievements should be recognised, as they support endurance during the long journey. Active leadership involvement, clear goals, well-defined operating models, and a culture of experimentation are crucial.
Leadership commitment is emphasised in AI adoption—progress happens when leadership participates in the process and workshops. Managing change requires clear goals, processes, and high-quality data. Real benefits are realised when use cases and investments are precisely defined. In the long run, leadership’s example and clear direction ensure that technological opportunities become competitive advantages.
Supporting a culture of experimentation and allowing for failure alleviates fears and enables learning. The use of AI in daily life is learned only by trying and sharing experiences collectively. Success is supported by continuous, open, and transparent communication, where challenges and lessons are also shared, strengthening mutual understanding.
Integrating cybersecurity into Everyday Operations
KONE’s Pauliina Hartikainen presented her organisation’s journey in embedding cybersecurity into everyday practices and described the cultural change process and lessons learned as follows:
For change to become permanently embedded in the organisation, diverse and ongoing change management is needed, with all employees responsibly participating in daily operations. Based on KONE’s experience, key lessons include gamified and role-based learning paths that increase motivation and make learning practical. Each team has cybersecurity representatives and local sponsors who promote information flow and support responsible operations throughout the organisation.
Strengthening cybersecurity culture is based on continuous, systematic, and multi-channel communication, with regional leadership actively involved and employees encouraged to participate in daily activities. Resilience is supported by recurring routines, regular surveys, and audits to monitor progress and guide improvements.
Strategic leadership, trust, collaboration, and a culture of experimentation play a decisive role on the ongoing journey toward a sustainable and resilient cybersecurity culture. KONE’s example shows that successful change requires good change management practices, continuous learning, and integrating cybersecurity into daily operations. Shared goals and ambition ensure that technological opportunities become sustainable competitive advantages and organisational success stories. Change related to cyber security is never fully complete, but development continues in a constantly changing operating environment. Threats, regulation, technological developments, and other factors require flexibility in both technical solutions and people-related change management.
At the heart of sustainable technological change are trust, collaboration, and learning, which are built on leadership providing direction and active employee participation. Change management is not a separate process but a continuous journey, where openness and a culture of experimentation enable both AI and cybersecurity to become part of everyday operations. A jointly built direction and shared goals turn the possibilities of change into a lasting competitive advantage and a success story.