Framtid facilitated a project using futures thinking and sustainable development planning for Nokian Panimo’s leadership team. In the participatory foresight workshops, the leadership team anticipated sustainability trends and mapped these to the product creation and delivery processes. The project worked as an accelerator for spreading sustainability understanding in Nokian Panimo.

”For us the most important thing is, that now sustainability understanding is spread to the whole leadership team.”

– Janne Paavola, CEO, Nokian Panimo

Kespro, Finland’s leading wholesale distributor in the food and beverage industry and part of K-Group, wanted to anticipate future market trends to improve its service strategy. The challenge was to create the basis for a strategy that not only met current customer needs but also anticipated future market shifts.

”We found this project very useful for our strategy work as we wanted to gain a better understanding of the future trends yet combine that to the everyday business. In a short time, we managed to gain a vast amount of information.”

– Taiju Jaatinen, Head of Service Operations, Kespro

In the fall of 2024, Framtid conducted a foresight workshop for the leaderhip team of Helsingin Rock and Roll Oy to kick-start their strategy days. Helsingin Rock and Roll Oy is best known for Legendary Tavastia Club, Semifinal Club, and the Ilves Restaurant located in the heart of Helsinki. The goal was to guide the strategy work from the present into the future, ensuring that this legendary company, which has been leading Helsinki’s event scene for over 50 years, remains competitive and forward-thinking also for the next 50 years.

Foresight workshop was truly inspiring, and we got the strategy work off to a great start!

– Mari Hatakka, CEO Helsingin Rock and Roll Oy

The Trade Union for Art and Culture Professionals (TAKU) sought to gain insights into the trends shaping the future of work and to determine how the union could evolve to better support its members.

Framtid developed and facilitated a collaborative futures workshop for TAKU’s board and staff. During the workshop, participants analyzed work trends from various perspectives: the future of work, the future of the workforce, the future of the workplace, and the future of business models affecting creative field.

Key trends were synthesized into a future vision for TAKU in 2034. To explore pathways to achieving this vision, participants engaged in a futures triangle exercise.