At Istekki HR is the business partner of leadership

At Istekki HR has an active role in developing leadership and enabling strategy execution. To help them do so they have deployed LATO too that HR has been rolling out to the company.

HR: Admin or genuine Business Partner?

”During last Autumn, when we were increasing our capabilities in leadership we came up with the need to start using a Leadership ERP’, says Kalle Kautovaara, Istekki HR Director. With rapid growth Istekki needed a system that would allow faster reaction times and increased transparency across organization. “The need was in all parts of the company, and this is from the HR perspective a key part of developing capabilities”, Kalle continues. Division of labour in rolling out LATO was clear: HR as one of the key strategic drivers, and as the main user of the system had responsibility of day-to-day training and induction. “HR owned the process from Day 1, and business units were responsible of the content.” The challenge in many companies is that business units has a limited amount of resources, and HR can have a natural role as the owner of this. “For us it was very natural that HR resourced and invested into this.”

Kalle Kautovaara

HR Director

Istekki is a fast growing information, health and wellness technology expert organization of over 500 people, with activities around Finland.

Feedback from the organisation

”Finally” and “we really needed this” were examples of feedback that the people said after launching the LATO service. “Already now the use of LATO has introduced positive pressure to improve way of working, and management team meetings have become much more focused”, says Kalle. “It would be nice to know when I have succeeded, is perhaps the most important question that LATO tool can provide answers.”

Going forward use of LATO will continue to deepen

After successfully launching LATO Istekki has plans to extend the use for other organisational needs. This coming Autumn personal goals discussions with personnel will be done with LATO. “This is a natural way to go – why would we use any other tool to do them and later transfer them into LATO?” concludes Kalle.

You could be interested

Valmet papermachine


Valmet’s Management Team defines the corporate level must-win battles which are then cascaded into initiatives and actions and assigned for execution to different line management organizations and business areas. LATO provides the framework and plays a major role in reporting and follow-up as well as in pointing out the need for a change in direction.

Read more>>
panostaja logo


Investment company Panostaja Plc uses LATO to follow the overall owner strategy and the individual strategies of its portfolio companies. For the portfolio companies, in turn, LATO acts as a practical tool for strategy implementation and operational management.

Read more>>

The Geological Survey of Finland

The Geological Survey of Finland, GTK, is a national research center operating under The Ministry of Employment and the Economy. The institute of Geological specialists manages and follows their key goals’ progress in LATO Strategy Tool.

Read more>>
mtech kuvituskuva


Mtech Digital Solutions decided to deploy the LATO Strategy Tool to boost strategy communication and implementation. The company’s goal was that the chosen solution should remove the mysticism around the strategy: the strategy had to be transparent, the priorities had to be clear and it needed to help the staff to understand the connection between their own and the company’s goals.

Read more>>


Veho, the leading Finnish car retailer has implemented LATO’s strategy execution and follow-up software. The company now has one common tool to ensure the transparency over the different business areas, as well as to support the leadership and communication.

Read more>>
Posintra kuvituskuva


Posintra launched LATO in early 2017. According to Topi Haapanen, the reporting process of company results and operations had been developed already before LATO introduction. However, Posintra repeatedly heard messages that the company’s goals and activities were unknown to important stakeholders.

Read more>>