“People spend 50% of their time doing fake work, ie work that does not impact most important organizational goals. I help transform organizational performance by clarifying the FOCUS and creating a culture of DISCIPLINED execution.” EERO SIKKA

Do your employees know what are their top priority goals? Do they have a disciplined and systematic approach in achieving these?

Over the past 7 years I have been working with hundreds of teams in many different organizations helping increase their productivity and engagement. What I’ve seen is well reflected by the global aggregate from Gallup data collected in 2014-2016 across 155 countries indicating that just 15% of employees worldwide are engaged in their job. 67% are not engaged, and 18% are actively disengaged, ie acting out their unhappiness. The challenges lie following:

  1. No clear top to bottom focus. The goals have not been very clearly defined or people have too many things to focus on.
  2. Lots of whirlwind activities, little bottom-line impact. No clear action plan to achieve the goal. Too much daily stress
  3. No daily/weekly team support and accountability session. It is really difficult to engage in a healthy conflict and discuss the real underlying challenges the team faces.
The Solution. Gain clarity on organizational focus and create a culture of disciplined execution

If you’re leading people right now, you are probably trying to get them to do something different. Whether you lead a small team or a whole company no significant result is achievable unless people change their behavior. Usually change does not come from one single idea or event. Instead, it takes lots of time and effort- months, if not years. But change is easier and faster if you use a proven methodology with a supporting implementation process.

  1. Define the Focus. Starting from the strategic (3-5 year) goals and being extra specific on the short term (3-18 months) focus. The focus is not about profit or revenue, but rather what has most impact in order to achieve the profit/revenue related outcomes. Having defined the focus we then need to align all the teams behind what matters most.
  2. Build discipline on key activities or measures. Using Pareto (20/80) principle people will understand what activities or metrics have most impact on the chosen focus and then consistently work on these daily/weekly. What are the best practices, things to do differently, or need more discipline?
  3. Measure what matters. People themselves are responsible in keeping the score on both the chosen focus and the activities driving this.
  4. Create culture of support and accountability. Daily or weekly standup sessions are best in building a high performance culture. People are committing to the few things that matter the most and keep each other accountable for these.
I help build culture of getting the most important things done

I have a 7 year track record of facilitating a 6-12 month process to create a culture of disciplined execution within organizations. This includes clarifying the strategy, setting organizational focus, choosing impactful behavioral activities/metrics, developing measuring toolset and starting daily/weekly accountability sessions throughout the organization.

The Results

Success does not happen overnight, especially in larger organizations. But when it does, it pays off big time. I have been working with different companies in Europe and Asia, smaller and larger and in many industries. As an example, I have managed to support Transferwise in achieving up to 3 times efficiency increase in their customer service operations and helped Olympic Casino achieve 20% revenue increase. All of this through changing the behavior of people at the frontline level.

“If you see that your desired organisational changes are not happening as they should, call Eero for help!”
Igor Rõtov, Äripäev CEO


“If you’re looking for more organisational clarity and execution speed in what matters most, then I recommend Eero for help. In collaboration with Eero the bottom-line results really do start improving, but it requires that you yourself as a leader are up for the challenge.”
Valdur Laid, UG Investments CEO