The problem was multifaceted. Their analysts were working in functional teams, with efforts scattered amongst a multitude of projects. The ability to communicate strategic priorities and enable multidisciplinary cross-unit work around emerging phenomena was poor. As a result, lead times weren’t ideal, final outputs had a limited perspective on the problem at hand, and the established way of working had a negative impact on employee satisfaction and productivity.
To address team-level issues, we launched three experiments with multidisciplinary teams working closely with internal clients. The work was linked to wider organizational needs and shared business objectives were established. The teams utilized our Lean Service Creation methodology and agile practices to structure their work and enable regular feedback from clients. Participants reported higher work satisfaction, lead times were faster, and clients were more pleased with the end results.
In the second phase we supported Finnish Tax Administration in:
Setting strategic targets and KPIs for the analytics organization.
Designing the model for how analytics tribes apply agile principles in their daily work.
Coaching the teams in introducing the model.
Creating a change leadership plan with clear steps combined with communication strategy for all stakeholders.
To address organization-level issues, like strategic steering, prioritization, resourcing and decision making in general, we helped Finnish Tax Administration form organizational level prioritization criteria for their workflows. This ensures the analytics teams are working on the most pressing business problem at any given time. We also addressed the resourcing and decision-making problems that arose when the new way of working conflicted with existing organizational practices.
Finally, we supported their internal communication strategy and helped them map out how to scale the change inside their organization.
Finnish Tax Administration is now able to set clear targets together with relevant KPIs to steer their analytics work efficiently towards strategic goals. Together, we built a collaborative working model that enables cross-unit prioritization, with the analysts playing an important role in the process. Finnish Tax Administration set up agile and cross-disciplinary ways of working for the whole analytics organization - on both the team and tribe level - leading to improved lead times and better quality of work.
The new, more people-centric leadership style, is designed to improve employee satisfaction and work quality. Furthermore, the new way of working promotes learning possibilities as part of daily work, enabling analytics competence development and individual professional growth.
The final outcome of the tribe model in Finnish Tax Administration can be determined after the model has been used in practice for a few months.
Finnish Tax Administration is responsible for collecting taxes from Finnish citizens and organizations. It plays a central role in financing Finnish society. Finnish Tax Administration employs approximately 5000 people and collected over 68,5 billion in net tax revenue in 2018.
Katja Metsola, Director of Data Science, Helsinki
+358 40 745 3770