How is the merger between STAKES and the National Public Health Institute progressing?
Thanks for asking: Surprisingly well. In April this year, the Ministry of Social Affairs and Health set up an organisational framework for the merger project, comprising a steering group, a management group and five thematic working groups. A tight schedule was set and has so far been kept to reasonably well. With the proceeding of the work, new working groups have been established for various needs, such as to chart the new institute's activities and desired synergy benefits.
A strategy for the new institute was prepared in the spirit of mutual understanding and cooperation, and approved by the steering group in June. The strategy consists of nine principal policy statements that will form a basis for the new institute's operations.
The administrative bill on the new institute is about to be submitted to Parliament, where it is to be processed as a finance and expenditure act. The name of the institute will soon be decided upon.
After the strategy working group completed its strategy work, it continued as a structural working group, whose task is to outline the new organisational structure. The first outline was submitted to the steering group on 8 September 2008.
A matrix model is emerging
What seems to be emerging is a matrix-type organisational structure that is based on the strategic policy statements. The institute will be divided into several sectoral departments that are managed traditionally as vertical hierarchies. However, a special emphasis is going to be given to horizontal structures and processes that extend throughout all departments. Such structures and processes could be, for example, research, development, innovation and information steering. It is precisely these horizontal structures that enable the existing institutes to be merged and that bring the greatest synergy benefits. It is obvious that such process-like horizontal operations need their own specified structure and management system.
The 'organisational boxes' referred to above are currently being filled up with various activities that have been defined in the thematic working groups. The working groups have involved dozens – if not hundreds – of staff members from both institutes. This means that the operational content has been produced from the bottom up. Staff placements cannot be considered until the final organisational chart has been approved. Nobody will be given notice but the work duties of some staff members may be changed.
Amalgamation of two strong cultures
One of the greatest challenges of the merger is the encountering and amalgamation of two different, strong cultures. This has been prepared for in advance through numerous staff meetings and workshops. In August, the staff were asked to respond to a cultural analysis questionnaire, the results of which are being analysed. This work will continue in September in 36 cultural workshops.
What about the general atmosphere? Efforts have been made to make the process transparent and keep the staff at the two institutes informed. A new intranet site was created for the purpose, currently containing a huge amount of relevant material: minutes of meetings, agendas, meeting schedules, and interim and final reports. Space is also provided for opinions and comments.
Attitudes towards the merger would seem to be mainly positive and so are staff expectations of the renewed work content and organisation. There are, of course, also people who are worried about their own position and future job descriptions, but on the whole the atmosphere has a positive air of anticipation about it.
Yes, my feeling is it's going to be a good thing.
Mauno Konttinen
Director General
(This column was originally published in STAKES Newsletter 5/2008, available for subscription via e-mail either in Finnish or Swedish.)