This is the second part of a two-part article series where I discuss three topics:

  1. Defining, measuring and developing a strategic foresight capability
  2. Continuous strategic foresight: what & how
  3. Integrating continuous strategic foresight into continuous strategizing, i.e. strategic conversations and management

I had the privilege of presenting these ideas to a large audience of interested executives and experts at Capful‘s breakfast seminar in Helsinki on the 8th of March, 2023.

Continuous strategic foresight: what & how

Adopting strategic foresight as a continuous activity is an increasingly popular issue. Like when eating the metaphorical elephant, it is better to start with small bites. If the following, I will focus on a specific application area: developing the means to do strategic foresight for continuous strategic decision-making. Here, you apply the capability I talked about in my previous article.

Methods for continuous foresight are manifold, but the two main ways to generate futures knowledge are horizon scanning and environment monitoring. To many, monitoring and scanning sound like two sides of the same coin, but they have a distinct and meaningful differences. Monitoring takes the inside-out perspective to foresight: it is based on the strategic assumptions you’ve made about the future(s) of your environment that make or break your strategy. The idea is to monitor whether these assumptions are becoming true or not, and the drivers impacting their fate. In monitoring, the foresight work is scoped, whereas in horizon scanning, the purpose is much more about exploration and outside-in thinking – discovering and analyzing weak signals and emerging trends that might impact your organization’s performance. High-quality strategic foresight applies both methods.    

Along with methods, continuous foresight requires a clear enough scope to ensure it does not become too open-ended. In addition, you need a process or a defined way of working with timed deliverables, assigned resources and roles with tasks and systems and tools to facilitate collaborative data gathering, analysis and results dissemination. There might be industry-specific data sources that provide information of sufficient depth, but foresighters increasingly rely on AI, advanced search methods, personal networks and their research – including real and virtual experiences. Ultimately, what is generated are signals, signal collections and initial what-if questions.

Whether the foresight “content” or futures knowledge is generated by a consultant, an in-house researcher, or the top management team themselves, it is useless without proper integration into the strategizing processes and forums in the organization. It is here where sensemaking – understanding the implications of futures knowledge to us – ultimately happens. These “Aha!” moments are notoriously difficult to disseminate since people must have them on their own. Foresight must become a part of strategic decision-making.   

Integrating continuous strategic foresight into continuous strategizing

Continuous strategic decision-making requires vision and facts, including customer or stakeholder feedback, financial performance figures, performance KPI outcomes and so on. Truly integrating strategic foresight with continuous strategizing in your organization is not only about adding one “new” type of information into your decision-making. While foresight can be defined as a type of knowledge about the potential futures of phenomena or whole systems, successfully applying it in decision-making requires fundamental changes in your entire way and structure of management. Without these changes, getting the full – or even necessary – benefits of strategic foresight is impossible. What do you need to reconsider and reconfigure in your management model to take full advantage of strategic foresight?

First, using strategic foresight requires you to adjust the context in which you have strategic conversations and “do” continuous strategizing. By context we mean the vision of the organization, organizational objectives, plans and assumptions about the future of the external environment that affects the success of the organization. The last bit of the context is too often not made explicit: the assumptions live in the minds of a select few and might not be scrutinized but only taken as granted or as obvious “truths”. Strategic foresight necessitates making the assumptions explicit and shared in the organization, because they form a major part of the foundation for successful continuous foresight. As I discussed earlier, monitoring the assumptions we have and how they become real or not is a fundamental part of strategic foresight.   

Second, benefiting from strategic foresight requires rethinking what you need to do and achieve in strategizing. In other words, you have to reconfigure how you have strategic conversations in the organization. The party responsible for strategizing, often a CEO or a director, must prepare and set an agenda for shared sensemaking, where foresight is discussed and conclusions about foresight are made. The party must have futures thinking capabilities and be able to facilitate the shared foresighting, sensemaking and options assessment.

Third and final, the management structures and processes must be addressed to take full advantage of strategic foresight. Integrating foresighting as an activity and the results of foresight from other parties to strategic conversations often lead to changes in existing strategizing forums, i.e., their timing, length, agenda and participants. The organization’s management model – when and where critical decisions are made throughout the year – might need to be adjusted, in addition to different processes and interfaces where strategic decisions are turned into action.

In summary, treating foresight as just one type of information to be fed into strategic conversations undercuts its total value to strategic management.

Let’s connect if you want to talk more

Tomi Heikkinen kuva

Tomi Heikkinen
Director

tomi.heikkinen@capful.fi

+358 40 709 9530

Linkedin

Utilizing foresight in continuous strategizing & building the capability for it – Part 2

This is the second part of a two-part article series where I discuss three topics:

  1. Defining, measuring and developing a strategic foresight capability
  2. Continuous strategic foresight: what & how
  3. Integrating continuous strategic foresight into continuous strategizing, i.e. strategic conversations and management

I had the privilege of presenting these ideas to a large audience of interested executives and experts at Capful‘s breakfast seminar in Helsinki on the 8th of March, 2023.

Continuous strategic foresight: what & how

Adopting strategic foresight as a continuous activity is an increasingly popular issue. Like when eating the metaphorical elephant, it is better to start with small bites. If the following, I will focus on a specific application area: developing the means to do strategic foresight for continuous strategic decision-making. Here, you apply the capability I talked about in my previous article.

Methods for continuous foresight are manifold, but the two main ways to generate futures knowledge are horizon scanning and environment monitoring. To many, monitoring and scanning sound like two sides of the same coin, but they have a distinct and meaningful differences. Monitoring takes the inside-out perspective to foresight: it is based on the strategic assumptions you’ve made about the future(s) of your environment that make or break your strategy. The idea is to monitor whether these assumptions are becoming true or not, and the drivers impacting their fate. In monitoring, the foresight work is scoped, whereas in horizon scanning, the purpose is much more about exploration and outside-in thinking – discovering and analyzing weak signals and emerging trends that might impact your organization’s performance. High-quality strategic foresight applies both methods.    

Along with methods, continuous foresight requires a clear enough scope to ensure it does not become too open-ended. In addition, you need a process or a defined way of working with timed deliverables, assigned resources and roles with tasks and systems and tools to facilitate collaborative data gathering, analysis and results dissemination. There might be industry-specific data sources that provide information of sufficient depth, but foresighters increasingly rely on AI, advanced search methods, personal networks and their research – including real and virtual experiences. Ultimately, what is generated are signals, signal collections and initial what-if questions.

Whether the foresight “content” or futures knowledge is generated by a consultant, an in-house researcher, or the top management team themselves, it is useless without proper integration into the strategizing processes and forums in the organization. It is here where sensemaking – understanding the implications of futures knowledge to us – ultimately happens. These “Aha!” moments are notoriously difficult to disseminate since people must have them on their own. Foresight must become a part of strategic decision-making.   

Integrating continuous strategic foresight into continuous strategizing

Continuous strategic decision-making requires vision and facts, including customer or stakeholder feedback, financial performance figures, performance KPI outcomes and so on. Truly integrating strategic foresight with continuous strategizing in your organization is not only about adding one “new” type of information into your decision-making. While foresight can be defined as a type of knowledge about the potential futures of phenomena or whole systems, successfully applying it in decision-making requires fundamental changes in your entire way and structure of management. Without these changes, getting the full – or even necessary – benefits of strategic foresight is impossible. What do you need to reconsider and reconfigure in your management model to take full advantage of strategic foresight?

First, using strategic foresight requires you to adjust the context in which you have strategic conversations and “do” continuous strategizing. By context we mean the vision of the organization, organizational objectives, plans and assumptions about the future of the external environment that affects the success of the organization. The last bit of the context is too often not made explicit: the assumptions live in the minds of a select few and might not be scrutinized but only taken as granted or as obvious “truths”. Strategic foresight necessitates making the assumptions explicit and shared in the organization, because they form a major part of the foundation for successful continuous foresight. As I discussed earlier, monitoring the assumptions we have and how they become real or not is a fundamental part of strategic foresight.   

Second, benefiting from strategic foresight requires rethinking what you need to do and achieve in strategizing. In other words, you have to reconfigure how you have strategic conversations in the organization. The party responsible for strategizing, often a CEO or a director, must prepare and set an agenda for shared sensemaking, where foresight is discussed and conclusions about foresight are made. The party must have futures thinking capabilities and be able to facilitate the shared foresighting, sensemaking and options assessment.

Third and final, the management structures and processes must be addressed to take full advantage of strategic foresight. Integrating foresighting as an activity and the results of foresight from other parties to strategic conversations often lead to changes in existing strategizing forums, i.e., their timing, length, agenda and participants. The organization’s management model – when and where critical decisions are made throughout the year – might need to be adjusted, in addition to different processes and interfaces where strategic decisions are turned into action.

In summary, treating foresight as just one type of information to be fed into strategic conversations undercuts its total value to strategic management.

Let’s connect if you want to talk more

Tomi Heikkinen kuva

Tomi Heikkinen
Director

tomi.heikkinen@capful.fi

+358 40 709 9530

Linkedin

Utilizing foresight in continuous strategizing & building the capability for it – Part 1

This is the first part of a two-part article series where I discuss three topics:

  1. Defining, measuring and developing a strategic foresight capability
  2. Continuous strategic foresight: what & how
  3. Integrating continuous strategic foresight into continuous strategizing, i.e., strategic conversations and management

I had the privilege of presenting these ideas to a large audience of interested executives and experts at Capful’s breakfast seminar in Helsinki on the 8th of March, 2023.

As operating environments face more and more radical uncertainties, organizations across industries and sectors are looking for ways to cope and flourish. A key instrument is building their foresight capabilities. But what exactly constitutes a foresight capability, and what should one consider when developing it? Given our experience, we at Capful can provide helpful insights to these questions.

What do you need to develop your strategic foresight capability?

The basis of any strategic foresight practices, processes or functions in organizations is a clear understanding of the organizational needs, objectives and desired outcomes for strategic foresight. Consider the use cases for foresight that are critical to your organization’s short, mid- and long-term performance. What decisions or processes require regular support by foresight?

Answering the above questions can lead to utopian dreams about where and how foresight should be utilized, which is good – being ambitious is only useful here. However, temper your plans with realistic expectations about how well your organization can utilize the results of strategic foresight currently and in the near term. Eat the foresight elephant one bite at a time.

With an understanding of what is expected from strategic foresight, it is time to build the model for it. The model comprises five major areas:

  • Chosen scope and focus, themes and questions in consideration: i.e., what topics are you exploring
  • The available and assigned know-how, networks, resources and responsibilities for performing strategic foresight
  • Methods, tools, analytics and data sources for strategic foresight
  • Way of organizing, processes and measurement of strategic foresight
  • Interfaces and integration with the rest of the organization and its other processes

If you already have a working model, fixed to support one or few use-cases in your organization, you need to assess the effectiveness and ability to create value of strategic foresight. How suitable and adequate are the elements of the model in relation to the desired outcomes and the needs and objectives of the organization? How does the model work and perform? Consider also does foresight decrease uncertainty among your stakeholders. Does it trigger strategic decision-making, and does it influence and support foresight-led action?

We have developed more detailed and rigorous assessment methods for pinpointing development needs for organizations’ strategic foresight capabilities, but examinations already at this level can uncover key insights. Gaps in performance should then be used – along with exciting possibilities in model development and changing needs from the organization – to drive the creation of your desired state for strategic foresight capability. Ultimately, this view provides you with a living plan for further developing your foresight capability.

However, a capability is nothing without application. How, then to build processes for continuous foresight and integrate it with continuous strategizing? I will discuss this in the second part of the article – coming soon.

Let’s connect if you want to talk more

Tomi Heikkinen kuva

Tomi Heikkinen
Director

tomi.heikkinen@capful.fi

+358 40 709 9530

Linkedin

Avoid resignation – engage and empower your talent by proper foresight processes!

This short blog text is NOT about how we could have anticipated “the great resignation“. Foresight could have opened the eyes to the possibility of this fundamental change in work life. But now that we have realized that employees have other ways of appreciating things than the generations mostly in charge in the organizations, we must find ways to cope with the challenges and keep talent. We propose that a proper foresight process that includes and empowers people is crucial to avoid “the great resignation”.

Originally leaders made the voyage into the future. They perceived what the organization could be in the future, defined strategy, etc. Then they returned to here and now to inform the organization of the journey ahead. But this is a less helpful way. It is more beneficial to engage a significant part of the organization in exploring future possibilities, formulating ideas of how to be successful, and thus sharing the understanding of the future endeavour. Let us highlight some aspects of such an approach.

Millennials have already, and generation Z is starting to form the basis for organizational success. We know that their views of the role of work in life differ from those of the generations that now have the bulk of leadership positions. From a focus on work, we shifted towards balancing work and private life, and now we are moving to a situation where life comes first and then one looks at how work can contribute to life. Meaningfulness of our work is increasingly important among many employees, especially in developed economies. Work must contribute to your life. Otherwise, you allocate your time to other opportunities. Meaning emerges when you are involved in the conversation about where and how to navigate future uncharted waters. This calls on leadership to both design and engage people in the processes. Proper foresight processes create an understanding of the dynamics in the contextual environment. They highlight opportunities and risks, put strategy formulation and chosen strategies into context. In addition, they enable identification of needs to adjust strategy, and form the basis for an ongoing strategic conversation and certify that the brand is built from inside the organization. A good design enables people to participate in the conversation and enhances motivation. It does neither outsource managerial responsibilities nor minimize the role of leadership [2].

Organizational success can be attributed to the fit, and consonance, between the elements forming its business idea; i.e. the external environment, the offering and internal factors. The fit forms the dominating ideas of the organization [3]. In line with the evolution of the contextual environment, the organization should renew its set of dominating ideas. Unfortunately, the existing dominating ideas stick very hard with management, partly because management is enacting current strategy. A proper foresight process might help overcome this, and it especially empowers the organization to raise critical voices without criticizing management. The process should, if appropriately designed, be the natural forum for highlighting signals of emerging changes in the context and the potential impact on the organization. The foresight process should be the arena for “making disagreement an asset”. To quote Richard Norman (2001) “no other process in an organization is more fundamental in the long term than this renewal of the dominating ideas, the reappreciation of an organization’s identity and way of manifesting it, in the face of environmental change”. Foresight fuels this process. The organization will own the outcome as long as it has been empowered by leadership and good process design to participate in the strategic conversation. By feeling that one shares the dominating ideas of the organization, one is probably less likely to be part of the great resignation.

You will also perceive the meaningfulness of your work if the organization is pursuing meaningful goals. The organization’s ESG agenda is important for many employees. They want their organization to do good, otherwise, they depart. Does foresight have anything to do with this? Yes indeed.

Traditionally, the scenario praxis saw changes coming from the contextual environment, and there was little you could do than to adapt. This limited the sphere for strategic options. Fortunately, our mental repertoire is not so limited anymore. Think e.g. about WBCSD’s normative scenarios to ensure that 9 billion people can live within planetary boundaries, Adam Kahane’s work with transformative scenarios to embrace collective action, or the ideas of Market Shaping by Nenonen & Storbacka [4]. Actors can shape the future. In an organization, creative interpretation of what could be possible can reframe the thinking. By traveling into the future, one can reperceive what the organization can do and draw a new map that will change the landscape, using Norman’s subtitle (2001). Scenarios are perfect tools for drawing new maps for landscapes that do not exist yet. Adopting this view in foresight and strategy work will engage individuals who want to create a better tomorrow for the world, the organization, and themself. Empowered by a well-designed and inclusive foresight process, the ties to the organization get stronger.

Blessed are the leaders who know that they do not know. They are geared towards calling on the power of the organization and mastering the art of strategic conversation. This is even more important when the organization’s operational environment is confronted with significant changes, such as the pandemic and the war in Ukraine. Leadership is well advised to foster organizational capabilities to explore future possibilities for value creation. Engaging the organization in the journey into plausible futures and back requires good process design and leadership that empowers people. Getting this right lays a good foundation for strategies that create value for all stakeholders, including society, customers and colleagues. Leaders that enable the organization to connect the future with the present they understand that leadership is an art. You are a leader as long as those you lead give you the privilege to lead them. Having a common understanding of what the future might bring at you is key. Future oriented leadership, supported by scenarios from proper foresight processes, empowers the organization to join the journey into a meaningful future. The endeavour minimizes the risk of resignation and keeps the best talent onboard.

This note is an invitation to continue the discussion. We humbly accept that there is more to learn. Happy to do that together – let’s connect.

Contact us
Mikael Paltschik kuva
Mikael Paltschik
Senior Advisor, Ph.D., Associate professor
050 344 6953
mikael.paltschik@capful.fi

[1] Sincere thanks to my colleagues Risto Lätti and Nando Malmelin for constructive comments on an earlier version of this text

[2] I’m thankful to all my former colleagues at Sifo – Research International Sweden (now Kantar Sweden) for our co-creation of understanding of organizational development, manifested in the “Management of Intangible Assets” concept.

[3] For an in-depth discussion, see e.g., Norman (1975) Management for Growth, or Norman (2001) Reframing Business – when the Map Changes the Landscape.

[4] https://www.wbcsd.org/Overview/About-us/Vision-2050-Time-to-Transform/Resources/Time-to-Transform;  Kahane (2012): Transformative Scenario Planning: Working Together to Change the Future or Kahane (2021): Facilitating Breakthrough: How to Remove Obstacles, Bridge Differences, and Move Forward Together;  Nenonen & Storbacka (2018): SMASH: Using Market Shaping to Design New Strategies for Innovation, Value Creation, and Growth.

What could the future of university education look like in 2035?

The University Education Scenarios 2035 project examines how major changes around us, such as global warming, geopolitical tensions, changing values and ideology, and digitalisation, will affect the future of university education.

Together with Capful, the University of Helsinki is using scenario work to build a vision of alternative futures for university education. The aim of the work is to inspire and stimulate debate on the future possibilities of the University of Helsinki and the role of university education in the long term, up to 2035.

The work will involve a wide range of stakeholders at the University of Helsinki to illustrate alternative scenarios for the future of university education. These scenarios will help to reflect on the new opportunities, uniqueness and characteristics of the University of Helsinki in the future. In addition, the ways and means of teaching, as well as the social and international impact of the future. The results of this work will later serve as a basis for clarifying the University’s teaching philosophy.

The project was launched with a workshop, during which a wide range of issues related to the changing environment were discussed. In addition, focus group interviews and an extensive survey were conducted as background work. Three scenarios were constructed and then enriched and deepened through workshop. The project will culminate in a symposium in the spring to discuss the scenarios and their implications.

Want to hear more? Contact us:

Paul Hermansson kuva

Paul Hermansson
Senior Consultant, M.Soc.Sc.
+358 50 574 9894
paul.hermansson@capful.fi

The knowing-trap

The notion of Black swans has become an integral part of futurizing discussions, although few have read Nicholas Taleb’s original text. Black swans did exist all the time, but as we did not know of their existence, all swans were white. No need to look for alternatives, we knew! Right. So did we really know that nobody is so stupid that he starts a war in Europe? Or did we just not explore different possibilities that seemed undesirable or not probable to us? Is there a way to escape the knowing-trap and use a larger part of the universe to influence our way to think about futures, and options laying ahead for us?

Senior Advisor Mikael Paltschik shares his reflections on the latest Capful blog post.

Regaining a sense of control in a VUCA² world with strategic foresight

How to apply foresight to strategic decision-making in a VUCA² situation today?

The business environment has, for decades, not been as foggy as it is today. How management teams can start to regain a sense of control in the so-called VUCA² world of extreme uncertainty, using continuous strategic foresight? To begin with, three things are needed: time, a clear strategic agenda, and shared assumptions about the future of the business environment.  

In the latest blog post Capful’s Tomi Heikkinen shares his view on taking the first steps in building a future-driven strategy.

Tornator scenarios – what will happen to forests?

Tornator Plc is a leading European company specialized in sustainable forest management. During the 21st century, Tornator has grown to become the largest private forest owner in Finland and Estonia, as well as a significant forest manager in Romania. Sustainable forestry, forestland purchasing and lease, and silvicultural services form the company’s core business, but Tornator also develops wind power projects and is active in land and soil trading. The business is based on sustainable use of forests as well as a strong environmental expertise and utilization of digital technologies. In 2021, Tornator’s forest assets were valued at around EUR 2.2 billion.

Forestry is undergoing profound changes  

In 2021, the European Commission proposed a large number of new forest regulations. There was even talk of a regulatory landslide. The Commission published its much-anticipated Forest Strategy and promoted several regulations and directives related to the environment, climate, and energy policies. These regulations and directives will also directly or indirectly affect the forest sector by highlighting the role of forests in achieving climate and biodiversity objectives.

To better understand the changes in the operating environment and their impact on Tornator’s business, as well as to strengthen the company’s internal strategic thinking and to define strategic options for the future, Tornator started a scenario study with Capful. The goal of the study was to examine the development of the Finnish forestry sector until 2030.

After the project had already started, the uncertainty in the operating environment increased significantly: Russia invaded Ukraine, and the outlook for the economy that was still recovering from the shock caused by the pandemic became misty again. In addition, the invasion directly shook the Finnish timber market, as timber imports from Russia stopped.

Scenario work contributes to foresight and decision-making – what will happen to forests?

Some of the key questions in the scenario work were: 1) how are forests used in the future and by whom, 2) how will regulation evolve in the future, 3) what is the role of forests in protecting biodiversity, 4) what is the role of forestry in combating climate change, and how will this affect the use of forest assets, and 5) what new forest-related businesses and business models could emerge  by 2030?

Perspectives for the scenarios were sought through an internal survey and interviews with Finnish and international experts on issues such as the green transition, economic and technological development, the EU taxonomy for sustainable activities, and emergency supply in addition to questions directly related to forestry. The impact of the war in Ukraine on the scenarios was also assessed separately by Capful experts.

Capful’s proprietary Scenario Builder™ was used in the project to build logical, plausible, and differentiated scenarios.

Three alternative futures of forestry

The alternative futures of forestry were summarized in three scenarios: 1) Market-driven green transition, 2) Strict EU regulation and energy self-sufficiency, and 3) Forest management secures emergency supply.

The scenarios shed light on the alternative developments that could lead to, for example, a total ban of clear-cutting, a stronger role of the member states in biodiversity questions, a shift towards a higher value-added production in the Finnish forest industry, a ban on plastic use, an increased use of wood fiber in the clothing industry, and a stronger growth of wind power generation. The scenarios also include topics such as energy self-sufficiency, hydrogen economy, the worsening shortages of raw materials, extreme natural events, emissions trading systems, and their implications for Tornator’s alternative operating environments in 2030. Geopolitics had a strong effect on the development of the operating environment in the Forest management secures emergency supply scenario. The scenarios were also quantified in terms of business variables identified as the most significant to Tornator.

Eventually, the implications of the alternative futures to Tornator’s business were examined by analyzing the strategic fit of the company’s current strategy against the scenarios, the scenario independent actions, the scenario specific strategic options and lastly, the contingency plans. In addition, the scenario work and the identified trends and uncertainties provide a solid basis for strategic and future-oriented monitoring of the operating environment.

“Our goal was to enhance our competency in scenario work and thanks to Capful, we succeeded in this. The work took on a whole new dimension when the war in Ukraine broke out in the middle of the project, and the importance of scenario thinking became more concrete for the participants. Capful ran the workshops in an excellent manner and got people talking at an appropriately strategic level.”

– Henrik Nieminen, CEO, Tornator Oyj

Wrong futures?

Turbulence is an ever-present property of most organizations’ operating environment. Thus, different applications of futurizing have become an important practice as we navigate towards uncharted waters ahead. Senior Advisor Mikael Paltschik shares his reflections on the latest Capful blog post.

Become an International Certified Future Strategist (ICFS)

Companies and organizations act in an increasingly complex environment. The speed of change is tremendous. In order to successfully cope with rapid change companies need to understand their business environment as well as the future development.

That is why we have developed a tailored education program with the objective of leading to International Certified Future Strategist (ICFS) and a new job category in Europe.

Until today, there has been no such profession in Europe and we see the urgent need for one to be developed and explored, should Europe be able to successfully compete with other regions of the world. Only by understanding the rapidly changing and increasingly complex world can companies, organisations and public authorities take a lead. The Future Strategist is vital to this aim.

We are delighted to announce the dates for the 2023 ICFS course that will start on February 2023. As usual, the 12-day programme will focus on environmental analysis, scenario, vision, and strategy building. The ICFS is composed of four modules and taught by international business professionals with extended experience in the field.

The programme fee for the ICFS course is €7,000 (all prices are excluding VAT). This is inclusive of lunches and course materials, but exclusive of travel and related costs.

We will repeat venue due to the positive feedback from previous participants. This means we will be holding the 2023 course in Stockholm, Sweden.

The ICFS modules and dates are the following:

Module 1: Environmental analysis 1–3 February
Module 2: Scenarios 8–10 March
Module 3: Vision & strategy analysis 17–19 April
Module 4: Strategy & action 10–12 May
Module 5: Follow-up and certification 7 June

Please visit the programme website here and feel free to contact us for further information.

How to apply:

For registration, please contact Mikael or Jari. You can also arrange a personal demonstration by leaving us your contact information – we will be happy to tell you more about the program.

Mikael Paltschik kuva

Mikael Paltschik, Senior Advisor (+358 50 344 6953)
mikael.paltschik@capful.fi

Jari Puhakka kuva

Jari Puhakka, Senior Partner (+358 40 562 2675)
jari.puhakka@capful.fi

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