Herman IT is a Finnish company who offers services in technology area: Data Center Services, IT Services and Software Solutions. Couple weeks ago we had had the opportunity to meet Erko a member of the Herman IT board management. During this exchange we reflect on the strategy that Herman IT has developed till his creation. The evolution of this strategy making process was our main discussion subject. To understand the challenges of HIT a brief overview of their past actions and history is necessary:
In 2000 Ebsolut Oy was established and implemented a “day-to-day” strategy based on adaptive elements such as sense making and sense giving.
In 2008 Ebsolut Oy was acquired by KPO and this result in a change of the CEO. The strategy has been developed in this period and was highlighted by a bigger employee involvement in the company strategy. This new employees concern was installed by the bias of formal practices such as board meetings or employees’ reviews.
In 2015 the company merged with Herman IT and this resulted in many changes inside it. The instalment of numerous new practices such as rewards, dialogization, self-actualization were some of those examples. The communication was also in all points increased, employees sense giving toward leaders was raised. The leaders had, for their part, a clear strategy which gave them the charge to energize, envision and revision the company life.
In 2016, within the post-merger phase, Herman IT has more challenges to overcome. Especially the threat of a possible “Clash of Cultures” within the newly formed company can be problematic for HIT future success. Thereby the company’s leaders and the middle-management have a crucial role to develop a strategy to overcome this threat
This meeting allowed me to understand the difficulties to build a company and manage the employees.
