Customer Stories
See how organisations use Executive Group and the methodology behind Aura to turn collective insight into priorities and action.
Veljekset Toivanen
The Challenge
Veljekset Toivanen needed a practical way to structure its sustainability work and complete a Double Materiality Assessment without turning the process into a heavy, drawn-out consulting exercise.
What We Did
Executive Group provided a structured software-supported DMA process, moving systematically from impacts, risks and opportunities toward material sustainability topics. The approach made the DMA easier for the organisation to understand and manage internally.
What Changed / The Outcome
The company was able to carry out the DMA in a practical and efficient way with substantially less dependency on external consulting.
"According to HSEQ Manager Heidi Kauppila, the software provided exactly the guidance they were looking for to successfully complete the work themselves."
NOKIA
The Challenge
Nokia wanted to strengthen an inclusive culture and ensure that employees across the organisation could genuinely contribute their views. A large group needed to be involved efficiently without operational disruption.
What We Did
Employees contributed and prioritised their views using our pairwise comparison method. This enabled a large group of people to participate and build a collective, validated view within a short period of time.
What Changed / The Outcome
Management gained a clearer picture of what mattered across the organisation. The process provided a practical way to involve employees and use their collective insight in organisational development.
MSK Group
The Challenge
Following an international acquisition, around 200 employees in Germany and Slovakia joined MSK Group. Management needed to understand their concerns and what they wanted to preserve in the new combined organisation.
What We Did
Employees responded to open questions and then collectively prioritised the responses through pairwise comparison. Results were segmented and analysed separately by country and functional role.
What Changed / The Outcome
Management could immediately identify the most important employee concerns and core cultural strengths to preserve, using them to define follow-up actions that were communicated rapidly back to employees.
Fazer Food Services
The Challenge
An employee survey had generated useful information, but the bottleneck was turning the findings into concrete development actions together with employees rather than leaving results in a drawer.
What We Did
Around 100 employee representatives worked with the survey results and collectively developed and prioritised practical improvement actions using our comparison routine.
What Changed / The Outcome
A group of around 100 people turned survey findings into a concrete, agreed action plan in approximately one hour. This stands as the direct operational predecessor to the current Aura WorkWell: understand → prioritise → act.
Arla
The Challenge
Arla's sales team wanted to identify practical ways to improve how they worked and understand how the organisation could better help sales professionals succeed in their daily customer interactions.
What We Did
The sales team generated development ideas and prioritised them through pairwise comparison. The results were immediately reviewed together with the entire team.
What Changed / The Outcome
The process produced a clear ranking of development ideas, enabling the team to focus discussion on the most important issues and decide which ideas to take forward with full team buy-in.
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