Crisis communication exercise for the executive team

Where are you headed, future?

Two weeks ago, as Russia descended on Ukraine and launched its ruthless military campaign, expectations for the future changed on multiple levels. Above all, this is a tremendous human tragedy for Ukrainians, caused by nothing more than an ugly, authoritarian lust for power that would have better been consigned to the corner of shame of history.

In Finland and in the West, we are now reflecting on what these events mean from an operational environment point of view. Foreign, security and defence policies will most certainly take on a much more central role in all decision-making than in the past. This much is clear. But where else should companies and organisations now focus their attention on? After all, the current crisis does not negate other developments that must inevitably be considered. At Ellun Kanat, we have analysed the following as the most relevant drivers of change for businesses and organisations in the coming decade:

The transformation of communication, the disruption that is changing social structures and challenging people’s trust in companies and organisations, will continue to be relevant and is proving its strength as we speak. People from all over the world have been building the war narrative and raising donations quickly. We have even gone as far as crowdfunding the Ukrainian army. Businesses, for their part, have had to react quickly to demands for accountability. Slow-movers protecting their business interests have been served a hefty dose of bitter medicine by widespread calls for companies to act responsibly and cut their ties with Russia. In the current crisis, the power of communication has been revolutionary, and this trend will continue. It means an increasing demand for companies and organisations to be accountable and understand who their stakeholders are.

We must now drive change with greater determination, and no party is excluded from achieving this.

A push against the limits of the Earth’s ecological carrying capacity, changing the structures of the economy and value creation. The International Panel on Climate Change published its report on 1 March, although its release was heavily overshadowed by the war. The main message of the report is not good. Much irreversible change has already taken place, and the pursuit of a 1.5°C cap will no longer suffice to halt the effects of climate change. In other words, whatever we do, sea levels will rise to life-threatening levels in many places, droughts will threaten food production, and ecosystems will change in unpredictable ways. The list goes on. So the next step is to adapt to a world that has been transformed by the crisis. But limiting change to tolerable levels is a task that humanity must succeed in. The economy and businesses have an essential role to play here. We must now drive change with greater determination, and no party is excluded from achieving this. Managing the ecological crisis is also a security issue. As crop yields collapse, water becomes scarce, and people flee their homes because of extreme weather, societies will find themselves in situations where instability will inevitably increase.

The acceleration of forces of change and the post-normal chaos caused by COVID-19. Even before the war, we lived in exceptional circumstances for the past two years. It is fair to say that the current shock brought on by the pandemic, combined with the war now being waged on the European continent, are the variables that at the very latest underline the transition to a post-normal period. The post-normal period is a time of upheavals, tensions and discontinuities in which ’normal’ is no longer very useful. At the same time, the future is no longer only complex but also chaotic and unpredictable. So how do we operate in such a world? Dave Snowden, a Welshman who has studied complexity and chaos in decision making, discusses four actions. 1) Try adapting to the new situation and building networks to gather information for decisions. 2) Reconfigure existing structures to correspond to the new situation and make sure they generate thinking and action appropriate to the new situation. 3) Try to de-escalate any acute situation. 4) Apply the lessons learned to the new situation and increase resilience, i.e. the capacity to act.

Change has been coming for a long time, and there have been many signs that the world order embraced by the Western world is disappearing and being replaced by a new one.

An uncertain global environment. In our trend charts, the global environment has long been a red flag, a symbol of high uncertainty and the potential for disruption. Change has been coming for a long time. Russia’s invasion of Crimea in 2014, the UK’s withdrawal from the EU and Donald Trump’s election as president in 2016, the global pandemic in 2020 and now the war in Europe in 2022 are all signs that the world order embraced by the Western world is disappearing and being replaced by a new one. What kind of world order, and over what timeframe, is unclear. A major force in this world will undoubtedly be China, whose trajectory must now be closely watched. The tightening of EU ranks, the internal direction of the US, and the importance of the internal situation and external action of Russia are all relevant factors. At the same time, global vaccination coverage, the consequences of the ecological crisis, global food production, and human development are all factors in which the direction of development is also important for the Finnish people, society, companies, and organisations. An interdependent world is increasingly interconnected.

At present, methods of foresight bring a lot of concerns to the table. But, on the other hand, therein lies also the power of foresight. Trends tend to generate counter-trends, crises also often lead to solutions, and human action has often been able to reverse the course of crises. Now, if ever, is the time to take action.

Insights from PRGN: Navigating the Energy Transition with Uwe Schmidt

We recently announced our partnership within the PRGN network. The new partnership means we can now tap into the latest trends and news directly from experienced PR experts around the world. As the year draws to a close, it’s time to make predictions for the upcoming year.

We asked a fellow member of the PRGN network, Uwe Schmidt, the co-owner and CEO of the Germany-based communications agency Industrie-Contact, to tell us about the future of the green energy transition.

As a member of the Public Relations Global Network (PRGN) since 2002, Industrie Contact has played a key role in building the European segment of this US-originated network. It is an established agency in Hamburg with over 40 years of experience, specializing in Public Relations, Content Marketing, and Social Media Marketing for a diverse international clientele. Notably, the agency has focused on catering to the unique needs of Chinese customers.

As we near the year’s end, what is your perspective on the current status of ESG in the German market? Have you observed any shifts that have influenced your business or that of your clients?

ESG holds significant importance in the German market. The focus on this issue is not only driven by climate change and the German government’s target of having 80% of electricity generated from renewable sources by 2030, but also by the impact of the Russian attack on Ukraine, which has led to notable developments in energy prices. Consequently, there has been a considerable surge of interest and activity in the field of ESG.

Due to climate goals, the push for 80% renewable electricity by 2030, and the impact of the Russian attack on Ukraine, ESG’s importance in the German market has surged.

Companies and homeowners are increasingly looking for ways to conserve energy or generate, store, and utilize energy for their own needs. Particularly in the photovoltaic sector, Germany has surpassed this year’s target with an impressive 2.5 gigawatts increase, representing a 28% growth in total output.

Which clean technology trends do you anticipate making a significant impact in 2024?

Photovoltaics will continue to play a crucial role in the coming year. Unlike wind turbines, which face resistance in residential areas, PV systems are favored for their quicker and more cost-effective installation.

As a result, substantial investments in storage technologies are anticipated to ensure a consistent energy supply. Heat pumps, especially in the private sector, will see increased importance, supported by significant subsidies from the German government’s recently enacted Building Energy Act. Additionally, building insulation is expected to become more prominent, addressing the efficiency needs of heat pumps in many older buildings that are not adequately insulated.

How has Germany’s battery industry evolved given its historical reputation for pioneering industrial shifts, especially in comparison to the recent surge of battery and clean tech investments in Finland?

The battery industry is growing rapidly in Germany. Despite earlier concerns about Asia’s technological edge and cost advantages, there’s a notable shift with more battery factories being built locally. The German automotive industry is key to this change, aiming to reduce reliance on Asian imports. By the end of 2022, Germany had 12 battery plants, making up almost a quarter of all European sites. More plants, including the first European cathode production facility, have started operations this year or are set to begin in the coming months and years.

Photovoltaic systems will continue to play a crucial role in the coming year, favored for their quicker and more cost-effective installation.

Where do you anticipate public discussions on energy transition heading next year?

Despite calls for a return to nuclear energy, the high costs make it unlikely in Germany’s renewable-focused future. Specific annual targets for wind power and photovoltaics expansion aim for 80% renewable electricity by 2030. Wind energy faces negative perceptions due to visible turbines, creating a political challenge.

Solar energy, on the other hand, has a much more positive image, as almost everyone, even tenants of flats with balconies, can benefit from it. As in recent months, we can expect the debate to continue as to whether the remaining German solar industry should receive state support in order to keep up with Chinese manufacturers and make Germany less dependent on China for this technology.

What is the one thing that every communications professional should understand about clean energy transition?

For many Germans, the energy technology transition is causing great anxiety, fuelled above all by representatives of the fossil and nuclear energy industry and by populists who want to use it to raise their profile against the current German government. On the one hand, there is the fear of losing one’s own job either directly in the energy industry or in an energy-intensive industrial company; on the other hand, there is the fear of bottlenecks in the energy supply and a general decline of industry in Germany. Communication professionals, especially in politics, must take these fears very seriously and, where possible, allay them by providing comprehensive information and positive examples.

At the same time, the potential offered by the expansion of renewable energy in Germany should also be communicated. Among other things, Germany will become less dependent on autocratic nations such as Russia and China and can take on a leading role in this field in Europe and worldwide. In the long term, this will not only preserve jobs, but also create many new ones.

And lastly, could you share with our audience a book or podcast that has recently inspired you and that you believe everyone should explore during the Christmas season?

A podcast about The Peace of Westphalia, the collective name for two peace treaties signed in October 1648. They ended the Thirty Years’ War (1618–1648) and brought peace to the Holy Roman Empire, closing a calamitous period of European history that killed approximately eight million people. Several scholars have identified the Peace of Westphalia as the origin of principles crucial to solve modern international conflicts. Perhaps we can learn from this to resolve very complex conflicts step by step.

Looking for an agency with global connections? Don’t hesitate to contact us – we are happy to help during the holidays too!

Ellun Kanat takes home 4 wins from Transform Awards Europe

The Transform Awards Europe competition recognizes excellence in branding and brand strategy. Together with some great clients, Ellun Kanat brought home four trophies from the awards gala in London, showcasing a straight flush of precious metal colors.

Ellun Kanat’s success in the international brand competition continued this year. The brands displayed at the gala are the result of a long-term commitment to create even more impressive brands. Here are our brand teams’ impressions immediately after the awards ceremony.

Rakettitiede: no-bullshit attitude and courage awarded with two golds

Software development company Rakettitiede’s (english: Rocket Science) branding work flew to victory in two different categories: Best brand evolution (business) and Best visual identity from the professional services sector.

According to Elina Turunen, Head of Marketing at Rakettitiede, just being nominated in an international and prestigious competition has felt fantastic. It also shows that the branding work with Ellun Kanat has been planned and executed well.

“It’s great to be recognized. Our goal has been to build a visible and distinctive brand and winning [these awards] proves we have succeeded. We don’t want to sugar-coat our everyday life with cotton candy. We want our brand to be honest to our customers,” Turunen says.

According to Turunen, cooperation with Ellun Kanat has been open and smooth. Both sides have also been able to learn throughout the process.

“I think Ellun Kanat and Rakettitiede are quite similar, as we both strive for straight talk and a can-do attitude. In that sense, we are a bit like sisters. Ellun Kanat has a professional team that knows how to listen to the customer, but also how to challenge.”

Julia Nyyssölä, Art Director at Ellun Kanat, was responsible for the rebranding and visual identity of Rakettitiede. She describes the design work as rewarding because the branding work has allowed her to do many extraordinary things.

“We have one hell-of-a brave client, who fearlessly jumps into something new. When you’re guided by courage and not fear, the end result doesn’t stay lukewarm and you can achieve very special things,” says Nyyssölä.

Digivisio 2030: New forms of learning win silver in the competition

Digivisio 2030, a joint transformation project of multiple higher education institutions, was awarded silver in the category of Best visual identity from the education sector. The visual identity of Digivisio 2030 (english: Digivision 2030) was designed and implemented by Veera Kortelainen, Art Director & Designer at Ellun Kanat.

“For a public sector project, Digivisio 2030’s identity is ambitious. It also renews the visual narrative of the education sector,” says Kortelainen and continues:

“It’s great that this kind of work is getting international recognition – for which a big thank you goes to the people behind Digivisio 2030 who dared to deviate from the norm and set its sights high.”

Jonna Piiroinen, Digivisio 2030 project manager, is also pleased with the brand.

“We think that the Digivisio 2030 brand, created in collaboration with Ellun Kanat, really successfully illustrates our vision for the future and the journey of change. The brand also works excellently on an everyday level and we have implemented several communication actions with positive feedback.”

City of Kerava: Frames for the city awarded bronze

The bronze medal was awarded to the City of Kerava’s branding work in the category of Best visual identity from the public sector. Thomas Sund, Director of Communications for Kerava, commented:

“I am proud of our branding work, especially its emphasis on inclusion and diversity. I am particularly proud of the way the brand has been promoted through communication and events in the city, for example. The new brand and visual identity are an important part of the overall renewal of city-wide communication,” said Sund.

The visual identity and brand strategy for Kerava have been designed by Sasu Haanpää, design director of Ellun Kanat.

According to Haanpää, Kerava leaves no one cold. The city has had strong associations attached to it by the people who live outside the city, and the branding was designed to shake up these associations. The fearlessly renewed visual identity turns the spotlight on the people of Kerava and their urban culture of which they are very proud of.

“The new look has evoked a lot of feelings for and against. The city has entered the debate with a great attitude,” says Haanpää.

We thank our customers for their courage and cooperation

Transform Awards Europe is an international competition that rewards those who have developed and transformed brands. The competition involves both large global players and smaller local agencies. Other winners this year included Pentagram, Landor & Fitch, and DesignStudio.

Ellun Kanat thanks and congratulates Rakettitiede, Digivisio, and the City of Kerava for their great work!

Click here to find out more about the award-winning brands:

Rakettitiede

The collaboration between Rakettitiede and Ellun Kanat created a new brand and visual identity for Rakettitiede. The branding was designed to challenge the typical software development company visual narrative that mystifies coders. Rakettitiede´s new visual identity was chosen to highlight the company’s top experts and its way of serving its customers with a “no bullshit” attitude, as well as to present Rakettitiede and its developers bravely and honestly. The result was a brand that relies on nuanced messages, stripped-down aesthetics, and strong photojournalistic photography that captures the coders and their everyday work at Rakettitiede with no sugar coating. Excellence doesn’t need to be embellished.

Digivisio 2030

In collaboration with Ellun Kanat, Digivisio 2030 was created an experiential visual identity that playfully shows the future of learning. The dynamic and interactive elements of the identity create an engaging vision of the future that invites target audiences to participate.

City of Kerava

The City of Kerava and Ellun Kanat worked together to create a new visual concept built around the Kehys identifier. The Kehys element visualizes the idea of the city as a frame that the citizens fill with their activities – either figuratively or literally – while creating a new urban culture. In the future, Kerava will be known for its distinctive, diverse, and colorful urban culture.

What would be the legacy of your company, if it were to disappear tomorrow?

”A company needs to understand that we play a bigger part in society. This role needs to be measured and we need to work for it, if we still want to be relevant in the future. ” – Rolf Ladau, CEO, Paulig

In 1970, American economist Milton Friedman put forth in a New York Times article that the only social responsibility a firm has is to grow its profits. However, societies and the world change constantly, as do people’s perceptions of the value that the private sector creates. To be successful in a market, firms now need to provide added value, besides financial gain. This added value is something meaningful that the firm offers its stakeholders – be it responsible action, locality or transparency – and it can’t be provided without a purpose.

There’s not much research on the topic. LAB University of Applied Sciences design graduate Heidi Niemi wrote a thesis on the topic in collaboration with Ellun Kanat. Our Head of Research Elina Kiiski-Kataja sat down with Heidi to discuss what findings the thesis yielded on meaning and purpose in businesses.

What was the most significant finding in your research on the purpose and meaning in businesses?

According to research by Euromonitor International in June 2020, the shift from sustainability to purpose as a business driver is one of the most significant themes to impact consumer markets. Firms are increasingly focusing on the core purpose that stems from within, which is understandable. It can be a valuable asset, when used as a tool for making decisions and developing an organisation.

We’ve noticed this phenomenon at Ellun Kanat. We studied the topic in our disruption barometer and noticed that a whopping 78 % of Finns believe that firms need to participate in solving the wicked problems that society is facing. What impression did you get in your interviews, are the firms taking this seriously, or is it more of a trend?

Instead of a marketing fad, I think purpose is rather a recognizable part of a company’s narrative, its business and success. It’s how companies reach future talent, who are looking for more and more meaning from their jobs, according to multiple studies. Besides talent, added value is increasingly beginning to interest investors as well, who are looking for positive share development in the long term.

In addition to the brightest talent, added value is beginning to interest investors as well.

Your research studied the effects of meaning and purpose on employee experiences. What factors in a purpose influence the experiences of an employee and how does the way we experience our own work factor into the broader purpose?

You can’t detach employee experiences from the business and strategy of a company. You have to observe them in their natural context. Employee experiences comprise of experienced meaning, interest, objectives, values and the entire business of the company. So it englobes everything that happens in the firm, and the relationships that the firm has made with its stakeholders, society and the world in general. Employees are the first group that a firm needs to commit to pursue its purpose and really create value for others.

An employee’s relationship with the firm develops over time, like customer relations. Therefore it’s important that employees know where the company is headed, and ideal if they participate in finding this direction. When an employee’s responsibilities, development, remuneration and collaboration all support this vision, the employee can see their value in the big picture and find their place in the community. This means companies can’t really produce meaning when it’s not there, instead they have to commit employees by helping them find meaning in everyday tasks and the broader goals of the organisation.

So then, what part does responsibility play when discussing purpose? At Ellun Kanat we believe that responsibility is not separate from the business. It should be a strategic, cross-functional value since we live in the world of Double Disruption, where firms operate in a communicative, transparent environment while battling changes onset by climate change, like the rest of us. So what perspectives on responsibility came up in your research?

It’s time to realize that responsibility is not really a competitive edge anymore, but the basis of a future-proof business. That’s why distinguishing yourself by accelerating healthy changes is more important than ever.

In 2021, releasing a responsibility report is a standard requirement. The effects of your core business should be scrutinized far more extensively. Once firms can create true value and save on costs with sustainable business endeavors, while communicating it to people successfully, they will probably manage to commit consumers, employees and investors better than ever. Tracking progress with different measures helps distinguish between the firms that utilize their purpose as a tool for strategic change.

What would you like people interested in meaning and purpose to remember about the topic?

The purpose for existing is an especially important building block in a world guided by values, because it’s the company’s explanation to how the world is a better place when the firm is in it. This explanation creates a plot for the business and the everyday tasks within it that is easy for everyone to follow.

When the purpose for existing is in the core of the strategy, a company can grow its business while making a positive impact on the world.

A stronger meaning also supports the company when its structure grows heavier. When the purpose for existing is in the core of the strategy, a company can grow its business while making a positive impact on the world. The founder of Ford Motor Company Henry Ford claims that a business that makes nothing but money is a poor business. At times it is quite reasonable to examine our relationship with the world and think about the legacy that we want to leave behind.

The thesis published in late 2020 by Heidi Niemi was a collaboration with Ellun Kanat to uncover how purpose driven companies define their purpose for existing, and how purpose can be managed and implemented to have a positive effect on employee experiences. Thank you to the executive board members who supported the research with their valuable insights and tools, The companies interviewed were Alko, Kalevala Koru, Kekkilä-BVB, Kolmen Kaverin Jäätelö, Partioaitta, Paulig, Reima, Valio and Yliopiston Apteekki.

The thesis is available in Finnish at: urn.fi/URN:NBN:fi:amk-2020122029752

For further information, contact:
Heidi Niemi
Designer (YAMK)
niemi.heidik@gmail.com
+358 45 276 5822

“What’s in it for me” or the global role of a brand

Branding is often a battle of two perspectives: are you creating value for the individual or solving global problems? Few brands excel at both, and the brand’s more prominent role in the world is often overshadowed, even if it would benefit the business. There are ways to do both, although it is not always easy.

The situation may be familiar: when managers, marketers and consultants start designing brands and communication strategies, the discussion often turns to whether to serve the customer or the world. It doesn’t take long to find a designer who sums up that, in the end, it’s all about the value perceived by the individual target audience member – “What’s in it for me?”

At least at Ellun Kanat, you don’t have to wait long for another designer to throw up a convincing amount of research data on how brands are expected to solve global problems, or at least problems bigger than the company itself.

So are we delivering value to the customer, the individual or solving global problems? Brands are made for customers, so the answer is probably yes to both; we are doing both. If customers perceive making the world a better place as an important selection criterion, then clearly, there is value for the customer.

The aim should be to find a way to better the world that most naturally fits into a profitable business for the company and convinces its target audience.

So our branding work, and that of other agencies, should be able to help clients find a way to better the world that most naturally fits into a profitable business for the company and convinces its target audience. So far, the overall picture still feels manageable and precisely what each of us portrays to the customer in our proposals. But I would argue that it may not be so simple after all. Unfortunately, many real-world examples also show that not many brands ultimately excel at both.

It’s not easy to give a specific answer to a customer’s what’s in it for me question in a way that paints a clear picture of how we are building a better world together. At the top level, it works, but when you refine the idea to make it stand out and thrive in a multichannel information overload, it’s easy to lose sight of one side or the other. Sadly, the brand’s more significant role in the world is often overshadowed.

A social understanding becomes easily obscured

At Ellun Kanat, we are particularly good at understanding the forces of social change and analytically applying them to all aspects of design. Virtually all of our commissions go through a social analysis at some point in the process. We believe this is a great strength and the key to success in many branding projects.

Last winter, our Design Director Sasu Haanpää realised that the social understanding had somehow been hidden in the final products of our brand portfolio. We conducted analyses and justified our narratives and choices with social movements. Still, the brand book was filtered through texts and images with a rather traditional feel, in which the social aspect was left out of the story. In practice, however, branding only kicks in when it moves into implementation. Hence, it makes no sense to leave the understanding of the context and social movements only in workshops and background materials. This observation was the starting point for our latest branding product development project.

The brand needs to be relevant to multiple stakeholders. Customers, staff and shareholders are already something, but today’s brand needs to look at the world more holistically.

To address the need for brands from a societal perspective and to enable brand activism with a bolder sense of action and leadership, we developed a couple of additional tools for brands.

At the heart of socially relevant branding is the understanding that a brand needs to be relevant to multiple stakeholders. Customers, staff and owners are already something, but today’s brand needs to look at the world more holistically. To map these stakeholders and create real and relevant brands for them, we developed the CSRE analysis. With this tool, we identify the key stakeholders as challengers, supporters, business framework-setters and enablers. In the planning phase, the tool brings a more holistic perspective, and in the crystallisation phase, it helps to prioritise and focus messages. In contrast, the implementation phase provides better guidance for targeted communication and action. In this way, the brand can be brought to life in a way that is naturally present in the social debate.

The importance of recognising the forces of change

Another new tool helps to monitor and identify the various drivers of change in society. The tool helps define navigating the turbulent seas of social movements and phenomena. The tool will be calibrated as part of our branding work, i.e. we will identify the phenomena we take for granted, identify the phenomena and debates we monitor as potential threats and those we see as opportunities.

We live in exceptionally uncertain times, where geopolitics, empowered minorities and crumbling structural injustice are putting brands and organisations at the mercy of significant pressures for change and risk-filled circumstances. Old tactics are no longer enough, so it is time to adopt new tools. For brands facing a more complex operating environment, we now not only have good analysis to offer as before but also tools to make brands more resilient in times of uncertainty.

What will corporate responsibility focus on in the aftermath of the pandemic?

Time to exit the pandemic. Are you ready?

When Covid began, other global crises were effectively sidelined. Now, we’re beginning to see rays of light at the end of the tunnel. It’s time to resurface the responsibility issues that define how businesses operate, both today and in the post-pandemic world.

What does a responsibility trend mean? As opposed to the colloquial perception where trends come and go, the statistical definition for trend is a long term trajectory. Trends do not refer to the current situation we’re in. Therefore, trend lists should be considered roadmaps for the future.

Responsibility trends are the ground level: they’re actions that are required of everyone at the moment, and even more so in the future. Your company won’t distinguish itself by following trends, but you can’t really ignore them either. It’s good to know what the trends are, so you can shape your own operation accordingly.

But can companies afford responsibility measures, when they should be resuscitating their business? Can the younger generations that appreciate responsible consumption even afford to consume at all?

Even though a recuperating world will fuel inflation, the surge is expected to remain short-lived. The economy is recovering fast, and there’s no reason to assume that responsibility won’t become an integral value in a world torn apart by crises. The 2021 Edelman Trust barometer revealed that companies are the only institution that people trust. According to Edelman, businesses are trusted more than the media, governments or NGOs.

The same insights can be spotted in the Disruption Barometer by Ellun Kanat, which posits that people expect businesses to participate in solving difficult societal issues. It’s show time for companies: they need to prove themselves worthy of the trust and carry their weight as problem solvers.

We listed five responsibility trends in the post-pandemic world. Every business should consider at least the following when planning their future.

1. The climate and preserving biodiversity

It’s apparent that solving the climate crisis is, and needs to be, the principal focus in companies of all shapes and sizes. A dead planet won’t support jobs or production, and if a company’s climate and environment actions don’t stand scrutiny, the business has no right to exist.

Climate questions and biodiversity protection include, among others, reducing emissions and pursuing carbon negativity, solutions for absorbing emissions, and promoting circular economy. Moreover, primary production and raw material sourcing are increasingly attended to from a climate point of view. Water is also a hot topic: where can we find clean water, who does it belong to, and on what terms? Is water a human right, and if not, should it be? (Spoiler alert: yeah?)

Concrete measures that companies can take:

Tangible and ambitious climate goals, e.g. carbon neutrality or negativity by 2030
Paying attention to recycling packages and substituting plastic
Measures to preserve biodiversity at every stage of the production chain
Energy related solutions: renouncing fossil fuels, self-sufficient energy production, reducing energy usage, utilizing renewable energy sources

2. Responsible consumption

In the responsible consumption sector, consumers challenge businesses to practice fair and increasingly sustainable production. Clothes, food production, traveling and energy questions receive a lot of the attention. Consumers insist businesses commit to surpassing minimum production standards and want to be able to easily track a product’s supply chain and climate impact. Indeed, transparent supply chains are becoming an increasingly influential factor in purchase decisions. Supply chains must withstand both ecological and humane scrutiny.

Supply chains must withstand both ecological and humane scrutiny.

Concrete trends that firms can consider in their planning:

The end of fast fashion
Ground travel
Flexible vegetarianism and preference to plant-based products
Local food
Interest toward solar, wind, hydrogen and hydropower.
Requirements for transparent supply chains
Human rights of producers

3. Human capacity

Covid has changed the nature of work. A swift transition to remote work and the polarization of the workforce (white collar / service industry) have transformed public dialogue on working.

Once people return to their desks after exiting Covid, there are many questions to consider. Will offices continue to exist, are employees entitled to work at the office and should they be, what shape are people in mentally when they return, and will the dynamic of the workplace have changed?

With the Covid-induced uncertainty, more and more people are questioning their career choices. These doubts and the limited human capacity also have to do with how pleasant the work is: an increased number of people want to work in a company that shares their values and has a bigger purpose besides pursuing profits.

The Corona exit forces businesses to consider at least the following:

The changes and increased strain caused by remote work
A new form of leadership in remote work situations
Rejecting loneliness and fatigue at work and in society
The role of digitalisation in enabling human contact while also increasing loneliness
The mental capacity of people amidst Covid and climate concerns

4. Technological solutions to enable a carbon neutral future

Technological advances are rapidly transforming nearly all industries, from foodstuff to energy, communications, mobility and construction.

All technological solutions aim at more or less the same objective: a green, carbon neutral tomorrow. Green technologies inspire new business models in almost all sectors.

Green technologies inspire new business models in almost all sectors.

Independent of industry, a business should consider the following trends that pertain widely to mobility, energy production and equipment:

Equipment that requires less energy
New energy distribution grids
Green energy production
Absorbing carbon from the atmosphere
Hybrid and electric vehicles
Alternatives to air travel
Energy intelligent construction
AI in both manufacturing and sales
The possibility to communicate and work regardless of location

5. Responsibilities of the financial market

Bank of America, Wall Street, Financial Times. A growing number of financial market and media operators proclaim the end of capitalism, the climate awakening of banks, and the financial risk of industries that lean on fossil fuels.

Capital channels into future-proof and climate friendly investments, and the climate crisis is substantially defining the financial market. Covid resuscitation will be in the center of attention for a few years, but right next to it, growing by the minute, is the climate crisis.

So it’s high time for businesses to comb over their operations, investments and clients from a climate perspective. Does the climate crisis affect your clients’ solvency? Will you receive funding in the future? Can you divest from environmentally detrimental industries?

Trends that affect a firm’s financing are at least:

Emissions requirements in the financial sector
Capital withdrawing from industries that don’t practice sustainable responsibility and climate endeavors
Strong financing for green growth
Private investors’ enthusiasm towards responsible funds and companies

The Change Agency Ellun Kanat is Seeking a New CEO!

Ellun Kanat is nearing its twenties as a change agency, gearing up for another leap forward. Would the winds of change blow you into our office as the new CEO?

According to Taloustutkimus’ communication industry image study, we’re Finland’s most recognized and one of the most visionary and creative communication agencies out there. Our strategic approach is particularly esteemed. As a change agency, we’re known for our ability to help clients see and implement change.

Watch Mika’s greetings for you:

We believe that adaptability is the key to our clients’ future success, meaning the ability to understand, communicate, and innovate in a changing environment in a way that builds trust. The most significant forces of change in the 2020s are societal. So, whoever can foster trust within their stakeholders will soar in growth and change the world for the better.

Let us introduce ourselves first.

Ellun Kanat is a consultancy firm whose superpower lies in identifying the societal forces of change and the stakeholders that critical to our clients’ business success. We help our clients adapt their business and practices in an ever-changing world in a way that fosters trust with their key stakeholders.

We help our clients in the following service areas:

• Strategy and Change Management

• Brands and Design

• Public Affairs and Corporate Activism

• Crisis Communication and Confidence Risks

• Strategic Communication

Exploration Zone!

Together with our clients, we’re changing the world for the better, which also guides our culture. Our principles of social responsibility include taking care of employee well-being and resilience, openness, responsible leadership, lifelong learning and individual career paths, fair compensation, as well as fostering diversity and equality.

Our actions are guided by the following values and principles:

PARTNERSHIP PRINCIPLE. We don’t leave anyone behind, not our colleague or a client. Partnership includes deep trust and respect. We work together, and we are responsible together.

CONFLICT READINESS. We believe in direct speech, and a respectful way to give honest feedback. We dare to challenge ourselves, each other, and the client.

CURIOSITY AND OPENNESS. We do things that haven’t been done before and break boundaries. We live for change, learning new things, and changing the world together. We strive for absolute openness. All tasks and responsibilities, as well as all financial information, are open to everyone.

WE LIVE FOR CHANGE. We have both the drive to do and the ability to hatch ideas. We’re enthusiastic thinkers and doers who eagerly venture into the Exploration Zone. We immerse ourselves in the client’s world with interest and eagerness.

So, as long as the work gets done with top quality, everyone is free to choose how, where, and when to do it. This allows everyone to shape their life the way they want and to have fun. We don’t make rules just for the sake of certainty; we solve problems as they arise.

What would we offer you?

The opportunity to lead a visionary and creative, agile and professional team in a top company whose thinking leans towards the future and the opportunities it brings, and through which miracles can be worked for our clients. In short: speed and danger, challenges and new prospects, the development of the entire industry, and the improvement of the world through our clients.

Ellun Kanat is a group of the best thinkers in its field in Finland, who are at their top game in an atmosphere that allows for sufficient autonomy with good leadership. We’re collectively guided and stick our tongues out at pecking orders. We’re team players, making stars out of our clients and each other. And we’re hungry for growth and development. The best experts in their field deserve the best possible captain.

In addition to the usual CEO skills (participatory board work, goal setting, and reporting):

• You’re an excellent people leader. You have the ability to lead, inspire, and influence people. Success in this requires good interpersonal skills. A creative organization requires a lot from its leader. You have evidence of leading expert work and experts. You can set realistic but ambitious goals and inspire the team to exceed them and themselves. As Ellun Kanat CEO, you would lead based on our culture, preserving what’s excellent and unique about us.

• You’re an inspiring and visionary strategic thinker who can engage in strategic planning, grasp future trends and impacts, are willing to innovate, and can communicate your ideas enthusiastically. You’ve got excellent communication and interpersonal skills, both internally and externally. You’re not afraid to put yourself out there, even in the public eye, and be a beacon for our industry.

• You love our clients and get a kick out of exceeding their expectations every time.

• You see opportunities where others see roadblocks, and you’ve got a track record of successful ventures. You’ve led growth initiatives, and selling comes naturally to you. You navigate through challenging times with confidence and experience. You’ve managed complex projects, and your deep understanding of change management translates into actionable plans. You’re a multitasker who can juggle many responsibilities effortlessly. You involve the team in decision-making and don’t seclude yourself in a corner office. Well, we don’t even have those. You bring comprehensive commercial experience, either in running a business or leading its operations.

•You have a strong ethical and moral compass.

• You’re eager to explore the unknown, always hungry to learn, understand change, and adapt to a shifting world.

Sounds like a lot, right? It is!

See, we’ve been lucky with our CEOs in the past.

For the last decade, our CEO, Taru Tujunen, has steered the ship successfully. Despite the challenges of the pandemic, the company has thrived under Taru’s leadership. Currently, we’re a solid team of 42 strategic thinkers generating around 5 million in revenue, ready to tackle the ever-changing world.

Taru Tujunen is joining Ellun Kanat board and remains one of our major shareholders. So, we’re not saying goodbye; Taru’s expertise will still be invaluable, just in a different role.

We’re casting a wide net for our next CEO because you might be in a place where headhunters won’t think to look. You might be someone’s friend, who’d be the perfect fit for us and might pass this opportunity along.

If this sounds exciting to you:

The application period starts on March 4th and ends on April 2nd. Our aim is to make the selection by spring. Send your applications (starting March 4th) and any questions to Kirsi (kirsi.piha@ellunkanat.fi.)

We’re looking forward to meeting you!

The side dish that is kind to both humans and the globe

Permission to change

When I was 16, I left for a 3-week language course in Menton, Southern France. I didn’t know anyone from the course, and there were no other Finns in the house. I realised I had an opportunity to change; no one knew me, so I could be anything.

I realized I could be any kind of Kirsi I wanted to be, and try to break away from the role I had assumed during my first 16 years. And I tried. I was no less myself, more like another dimension that had previously been scared to reveal itself due to existing expectations.

Later on, this experience has been an observation of crucial importance. People can change, a lot even, but it can be hard if those around them keep reminding them of “how they’ve always been” as a person, through their existence and their stagnant presumptions.

This experience and its value came back to me as I read Katy Milkman’s new book How to Change. Milkman has an intriguing way of writing about change from various points of view: how to change behaviour, reach targets that always manage to slip from one’s fingers, or how to transform into a person that one desires to be.

We all have our own inner “demons”, be it spending too much time on social media and Netflix or spending too little on sports or resting. How can someone change permanently?

Making change happen is always exciting, yet the most interesting part of the book might have been the role other people play in our transformation. The book provides an example where two personalities of a military academy, an exceptional achiever and an under-achiever, are put on the same team – a team in which the members interact together closely during the first years. The presumption was that the under-achievers would be motivated by team members to aim for better personal achievements.

This presumption was far off. The under-achievers formed their own inner circle and the exceptional achievers tended to hang by themselves. There was little to none interaction between them. The next test put average-level achievers together with the exceptional ones, which provided slightly more encouraging results. The average achievers found they had higher chances of becoming exceptional themselves, which motivated them to work more and eventually achieve higher results.

In any case, the Finnish proverb “you become the company you keep” is often accurate in many ways.

In firms and organisations, this is called culture. We aim to employ people that together form a culture that encourages exceptional achievements. Ambitious objectives are set and everyone strives for excellence. People spur each other forward. The end result is good.

This phenomenon can also have a different impact. We’re pigeonholed into personalities according to how our colleagues perceive us. In order to change, we often need to change jobs.

We’re pigeonholed into personalities according to how our colleagues perceive us.

If you enter a firm as an intern, is it possible you’re always seen as a youngster? You’re the eternal “hope for the future” even though you’ve been achieving top results for years. Does your role influence the opportunities you are given?

What if your place within the workplace is built around one mistake or failure? The role is going to be “the loser”. Or what if you are the one person who can hold all the strings at once, so you keep getting closer to burnout as people expect inhumane performances from you?

Are you the helper, the understanding one, the joker, the problem-solver, or the one who’s always asking for praise? Are you the target of an old joke? We all know the one joke that was made of us and it was fun in the moment, which quickly passed. Still, it keeps growing deeper roots within your colleagues. This shows the essence of how we are. Unchangeable.

Firms and corporations face immense change in an increasingly fastened space. Entire fields disappear, sustainability goals shape the core of business, and new startups breath in your neck. While startups may recruit people for specific needs according to their own business and the general market, established organisations face the challenge of changing each employee’s attitude, actions and habits. Otherwise the change never leaves the strategic document, and after a couple of years the entire project might be forgotten.

Established organisations face the challenge of changing each employee’s attitude, actions and habits.

Implementing changes and achieving strategic objectives in organisations depend on the members’ abilities to change. The most common reason for failing to execute a strategic change is that people continue to follow their old roles. Success is determined by how we manage to change our own attitudes and environments to become curious towards change.

Stanford Professor Carol Dweck’s research on growth mindsets is familiar to many. The growth mindset is one’s own belief in the human capacity to change. It is possible to become wiser if one gives it a chance, tries hard enough, and believes they can develop their intelligence. However, Dweck fails to include in her research how other people’s beliefs in someone’s ability to change might impact that person’s own beliefs – how roles tend to take permanent shapes, how they allow for little and slow change, and how one might be trapped by their existing role. The environment and atmosphere are often stronger than a person.

Philosopher Esa Saarinen describes beautifully how we form each other’s shared environments. Therefore, it’s essential to think about the kind of environment we create for others: do we perceive people without prejudice, expect them to constantly evolve and develop, prompt them to fill a bundle of stereotypes or, at best, allow them to remain the same? And if you think you’re not the judging type, reflect on it: when was the last time you said someone “always” does this or “always” says that? The word “never” also belongs in this category.

When was the last time you said someone “always” does this or “always” says that?

Organisations may often need external help in shaking these roles and expectations.

So, did I permanently change into a different Kirsi at Menton? No. But I did manage to release another version of myself in another environment. I also gained this understanding that people have many personalities, and that one should not remain captured by a specific role, which is still relevant today. Life is too short for us to play the role of someone else. This can be called a growth mindset. I try to remember this when it comes to others too, even though my husband always leaves his socks on the floor…

Ps. Katy Milkman, unlike many others, praises new year’s resolutions. Change is not a one time thing, it requires many steps both back and forth. A new year’s resolution is often the first step towards a change – even if you don’t achieve it the first time (read: I stopped going to the gym in February), it plants the seed for change. So go on, make those promises!