Economic downturn, geopolitical uncertainties and technological advances, such as the emergence of GenAI, were challenging growth and profitability in the whole digital service industry, which prompted Reaktor to renew its strategy and operating model. Noren was chosen to support Reaktor in this task during 2024.

Reaktor is a global technology consultancy that designs and builds category-defining digital solutions.

Through our joint efforts with Reaktor experts and leadership, the whole organisation gained insights to emerging customer needs and how to best prepare for responding to them. Shared analysis of customers and their value drivers, a widely collaborative work on Reaktor’s direction, and efficient decision-making by Reaktor leadership put change in an accelerating motion. With a renewed focus on customers through industry specialisation, Reaktor is now building a basis for the next era of growth.

 

“I really appreciated the down-to-earth-and-let’s-get-things-done-attitude of the whole Noren team.”

– Pekka Horo, CEO

 

Our collaboration with Reaktor aimed at:

• Creating a shared, inspiring and engaging Direction for the whole organisation
• Crafting a new Strategy including decisions on where to play and how to win
• Designing and implementing a new Operating model

 

Our open/closed strategy approach was based on a careful consideration of how to engage the whole organisation without hindering the excellent work done by client teams nor creating unnecessary commotion that is typical of strategy processes in autonomous organisations. Hence, work was organised in the following wholes:

• Involving dozens of Reaktorians in the Direction work through interviews and workshops
• Analysing qualitative customer insights with a wide participation group from business areas and leadership to create a shared sense of needed changes
• Designing, analysing and choosing operating model options with a closer group and test-running them with internal stakeholders
• Planning and starting the implementation of changes in a considerate but efficient manner.

 

“Norenians and their open strategy approach fit very well with the strong culture of Reaktor. We felt like a joint team from the very first day of collaboration.”

– Jouni Hartikainen, COO

 

Strategy process and its ways of working afforded a fresh take on topics that have always been at the heart of Reaktor’s success: no-nonsense attitude of delivering world-class digital solutions, relentless customer focus, high autonomy in consultant teams, and collaboration.

 

Outcomes of our collaboration:

• Renewed Direction including vision, mission and values
• Refreshed Strategy
• New global Operating model with a focus on industry specialisation

 

 

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Want to learn more? Contact Jaakko Luomaranta jaakko.luomaranta@noren.fi

In a rapidly changing operating environment, Snellmanin Lihanjalostus (Snellman Meat Processing) recognised the need to reassess its role in today’s world and to base its strategic choices more firmly on a deep understanding of shifting consumer values. The ambitious goal was to secure a position as a market forerunner and ensure profitable growth.

Throughout its 70-year history, Snellman has invested in quality, strong brands, and the sustainability of its production chain.

Through this project, the organisation took a significant leap toward consumer-centric thinking by making the changes in consumers’ world the starting point of its strategy process. The participatory strategy process created a shared understanding of consumers, which made making bold strategic choices possible.

 

“We have done something unique: we now have a consumer-oriented language and operating model from strategy all the way to the production chain.”

–Juuso Reinikainen, Chief Marketing Officer

 

Project Objectives

• Foster consumer-centric thinking and language across the organisation
• Provide actionable guidelines for the business unit and clarify where focus should be directed
• Make sharp, insight-driven strategic choices that secure a forerunner position in the market also in the future

 

Our approach was based on interpreting new data through a purposefully designed open/closed strategy process.

• Phase 1: Defined strategic goals, key questions, and hypotheses
• Phase 2: Collected new data to answer those questions
  • Qualitative consumer research using ethnographic methods
  • Market benchmark analysis using semiotic methods
• Phase 3: Unpacked and analysed the data with a broad group of key personnel
• Phase 4: Refined relevant strategic options with a core team and evaluated them with the executive leadership

 

This approach ensured a shared way of thinking free from assumptions, and strong commitment to the resulting strategy.

 

Project Outcomes

• Business target position, and vision and mission to guide operations
• Snellman’s strategic narrative, consumer-driven cornerstones, and guiding principles for marketing and product development
• A renewed view of emerging business opportunities
• A clarified understanding of the changing values and needs of consumers

 

Image: Snellmanin Lihanjalostus Oy

 

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Want to learn more? Contact Jaakko Luomaranta jaakko.luomaranta@noren.fi