Sarlin’s New Strategy Was Shaped by Our People

When it was time to update our strategy, we knew we wanted to do it in a way that reflected Sarlin’s culture.
The goal was to make the strategy understandable for everyone in the company. We also wanted to make sure it wouldn’t become “just another document in the drawer,” but rather a clear, active part of our daily operations.

We are a partner to sustainable industry. Through our solutions, we contribute to sustainable development and a better future.

From the start, we focused on the concrete.

“We kicked off the strategy work in early 2024 by looking at where we’ve succeeded recently and what’s been more challenging for us,” says Sarlin’s CFO Saana Mäntylä, who led the strategy process.

“We also spent time reflecting on the world around us – how it’s changing, and how we need to change with it. Our updated owner strategy and a recent customer perception study were key inputs. They encouraged us to focus more on raising brand awareness, being more proactive with customers, and building thought leadership.”

It quickly became clear: change was not optional – it was necessary.

The first version of our strategic direction began to take shape soon after. And then, we brought in everyone.

Each team at Sarlin was invited to its own workshop, where we reviewed market conditions, the owner strategy, insights from the customer study, and key megatrends affecting our business. We also introduced the early concepts and goals of the new strategy.

In small groups, employees explored their team’s core purpose, goals for the strategy period, and concrete ways to achieve them.
Thanks to this collaborative approach, the strategy started to crystallize. We were ready to make the final decisions. These came together in four strategic development themes.

"I was honestly amazed that the ideas from our employees aligned so closely with what the management team had been thinking. The workshops helped refine those ideas, bring in new perspectives, and sharpen our focus. It was a fantastic experience,” Mäntylä says.

The strategic choices resulted in the following development areas:

1.    Desired Partner
2.    Continuous Renewal
3.    Smooth Everyday Life
4.    Desired Employer

Each strategic theme was broken down into concrete initiatives, forming  so called “project portfolio.”
By translating strategic choices into clearly defined and actionable goals, we make it easier to connect strategy with everyday work. Every change we implement across the company can be anchored in one of these strategic priorities – and the implementation is already well underway.

Progress is tracked using a simple traffic light model – green, yellow, or red – to reflect the current status.

Each project also has clearly defined objectives and measurable targets asn well as a clear owner to ensure the progress and accountability.

Breaking strategy into manageable parts helps ensure that goals are achievable. It also gives everyone a clear sight how their work contributes to the bigger picture.

The core purpose of the strategy is to support sustainable and profitable business growth. During this strategy cycle, Sarlin is aiming for ambitious growth –  through organic growth as well as potential acquisitions. 

The purpose of our strategy is to support profitable business growth.

We have identified five main indicators to track whether we’re progressing in the right direction. These include the share of new customers and new technologies in incoming orders and employee satisfaction - all monitored on a monthly basis

As part of the strategy work, we also identified critical development areas that may not be strategic choices in themselves, but must be addressed during 2025–2027 to enable our goals.

These include:
•    Enhancing the supply chain
•    Improving project operations
•    Strengthening our sustainability efforts

Some of this work is already well underway – and by naming these areas clearly, we help focus attention and sharpen execution.

“The next phase of our strategy work began in early 2025 when we started going through the new strategy with each team. We presented the strategy, explained why it matters, and discussed how each of us can contribute,” Mäntylä explains.

Just as important as creating a strategy is making sure it lives – and that it’s followed through.

That’s why we regularly revisit the strategy in all-company briefings. Each month, representatives from different functions – from HR and IT to marketing and supply chain – meet with the management team to review progress across strategic initiatives. Teams also track their own projects regularly.

“Continuous development, listening to our people, and delivering high customer value – these are the principles that guided our strategy process. And now, our strategy is becoming part of our everyday reality, step by step,” Mäntylä says.