Pekka Soini: Towards a more agile organisation


The framework for Tekes' new organisation model was conveniently completed at the beginning of the new year. Our goal is to develop Tekes so that we can improve our service and serve each customer group in a way that best meets that group's needs.

The purpose of the reform is to create a customer-oriented organisation with clear responsibilities and the ability to respond rapidly, efficiently and flexibly. We are currently preparing the transition to the new organisation model that should be fully functional by the end of March.

Customer service and the processing of funding applications will continue as normal the whole time. Our activities will not cease. In discussions with our staff, I have emphasized that good customer service is important even during periods of change.

After the reform, we will have 11 areas of responsibility. The majority of our staff will work within areas of responsibility formed around specific customer groups. The people working in Tekes duties at Centres for Economic Development, Transport and the Environment will be included in our activities as seamlessly as possible.

Three of the areas of responsibility have been formed around customer groups: the area for start-up services, the area for internationally oriented growth companies, and the area for large companies and public organisation services. We decided to form these areas of responsibility around customer groups because different customer groups have different needs and because our services for different groups also differ.

Three areas of responsibility were formed around the focus areas defined in the Tekes strategy. These areas are natural resources and sustainable economy, vitality of people, and intelligent environments. In these areas, our role is to be an initiator and exert influence on society.

Five of the areas of responsibility are entities that cross-cut the entire organisation: funding guidance and support, working life and personnel development, marketing and communications, steering and international activities, and general support services.

Working life and personnel development is an experimental area of responsibility, in which we combine the development of Finnish working life and the personnel development of Tekes. We will see how things go during the first year, learn from the experience and then make decisions concerning the future. This experiment is a sign that we also want to try new things.

Funding provided for innovations developing public procurement and the Innovative Cities (INKA) programme are examples of Tekes activities that encourage different actors to try new ideas in an agile way.

The agility of the new organisation is also illustrated by the fact that the directors of the new areas of responsibility are appointed for a fixed term, usually three years.

Pekka Soini

The author is the director general of Tekes.

Tekes' new organisation

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