What future leadership looks like?
According to Hertta Vuorenmaa, an expert on the future of work and management, work is a huge social institution, and changing it is always difficult because we have established ideas about how to do work. Understanding historical turning points can help in managing current changes, as changes in working life are not only technology-driven, but require holistic thinking and managing people's emotions.
Throughout history, working life has always gone through periods of change that have altered the nature and structure of work. The Industrial Revolution saw the replacement of manual occupations by factory jobs, and the emergence of new job roles and organisational models that continue to evolve with technology. The globalisation of the late 20th century and the information technology revolution were also key turning points that influenced changes in jobs and occupations. According to Vuorenmaa, the current transformation of working life is a period in history where the success of organisations depends on their ability to lead a culture where it is possible to learn-from and learn-to-learn, innovating by using technologies to build new ways of doing things.
"At the heart of work-life change is the demand to learn away and the opportunity to learn new. A key element here is psychological safety, as learning requires a safe environment where people can ask questions and put forward ideas without fear of ridicule. It cannot be left to individuals to learn new things, but to remain competitive, organisations must integrate learning into their everyday work and actively support employees in this development," says Vuorenmaa.
The technologies of the Fourth Industrial Revolution offer the opportunity to create a sustainable working life globally, but nothing happens by itself, it all depends on us.
The adoption of technology is not an end in itself. To realise its benefits, leaders must critically assess which solutions support business and work - and avoid inefficient fads. ”
Hertta Vuorenmaa
The working life of the future is as good as we want it to be
The introduction of technology does not automatically bring positive changes, but requires a systemic approach that takes into account people's emotions and their reactions to change.
"Emotion management is about how organisations can understand and manage the emotions of their employees as part of change. Enthusiastic employees can be drivers of change, while those experiencing shame are important to identify and address with appropriate support. Successful change requires a holistic understanding of emotions and conscious management of emotions," says Vuorenmaa.
Critical, people-centred and personal
Leadership in the new era requires leaders to be proactive, empathetic and constantly learning. Vuorenmaa lists concrete tips to help everyone develop as a leader and help their organisation succeed in the midst of change.
1) Be open to change
Try to identify your own established ideas about work and challenge their persistence. Lead by example by being open to new ideas and change. Embracing change requires flexibility and adaptability.
2) Listen to your employees and manage their feelings
Ask and listen to the views and feelings of your employees to understand their needs and concerns. Managing emotions is as important as managing practice. Create an atmosphere where employees feel safe and valued.
3) Learning in and out
Encourage continuous learning and unlearning to enable the organisation to adapt to a constantly changing environment. Create space for learning and build a culture that enables psychologically safe growth.
4) Use technology appropriately
Technology offers huge opportunities. Use the latest technology to increase efficiency and sustainability.
Read more occupational health articles
A targeted workplace survey supports business planning at Puuilo
At Puuilo, supervisor work is seen as directly linked to business success. When the findings that emerged during coaching sessions with the occupational health psychologist were compiled and presented to the management team, a shared understanding emerged that led to concrete changes in the structure of supervisor work. A targeted workplace survey provided information to support decision-making that would not have been obtained through traditional organization-level surveys. As a result of these changes, line management is now more flexible and, according to metrics, more sustainable.
“Sick leave is a last resort” – how occupational health services prevent absences
Most occupational health measures are never visible to employees or related to sick leave. This is a sign of success.
This is how technology is revolutionizing healthcare – “The cost-benefit ratio of occupational health is improving even further”
Artificial intelligence not only streamlines but also improves healthcare. It identifies risks and speeds up access to doctors, according to Terveystalo’s digital experts.
Digital trends in healthcare 2026: The ability to leverage artificial intelligence comprehensively will become a key success factor
The accelerating development of technology and artificial intelligence doesn’t just mean new innovations in healthcare; it forces us to rethink the entire operating logic of the sector, says Ilari Richardt, Head of Digital Services at Terveystalo.
Healthy Work Life Barometer 2026: Growing workload poses a challenge to the workplace; the solution lies in a sense of community
The Healthy Working Life Barometer 2026* reveals that 48% of business decision-makers consider the Finnish working life to be healthy. This is an encouraging turn for the better, as it represents a 5-percentage-point increase from the previous year. At the same time, the barometer reveals a new normal in the workplace: as many as 80% of respondents feel that the Finnish workplace is more fast-paced and stressful than ever before.
Healthy Work Life Barometer 2026: A positive trend in health, but a growing gap in views on humanity between top management and other employees
The Healthy Working Life Barometer 2026* reveals that 48% of business decision-makers consider the Finnish working life to be healthy. This marks an encouraging shift for the better, as it represents a 5-percentage-point increase from the previous year. Although the overall picture of workplace health has improved, experiences regarding management’s proactiveness and the humanity of everyday work vary, so polarization between roles is on the rise.