Organizations strive to improve productivity and adaptability. But in many cases, the approach remains the same: choose one angle for development—either a change related to work itself or a staff well-being initiative—and roll it out across the entire organization.

The result is often either too much or too little: one unit receives tools to develop work processes even though their capacity and adaptability are already critically strained. Elsewhere, well-being campaigns are launched when the real issue lies in fragmented tasks and unclear goals.

We’ve analyzed and solved productivity challenges in organizations of all sizes and across various industries. Our experience—and typically that of our client organizations as well—is that a broad situational overview and targeted actions are rare in Finnish working life. Sure, every organization has its own staff survey, workplace assessments or health questionnaires may be ongoing, and sometimes there are even pulse surveys. Yet the situational picture is often insufficient for targeted solutions.

One solution doesn’t fit all. Nor should it.

Aistii’s broad analytics clearly reveal that different units within an organization face very different factors limiting productivity and change agility. And these issues don’t neatly divide into either well-being or work-related challenges—they’re a combination of both.

For example:

• In one unit, workload stems from constant interruptions and time pressure—the solution lies in organizing the work better.

• In another, workflows are smooth, but commitment and motivation are low—the root cause is a lack of meaningfulness, requiring a values-based approach.

• In a third unit, employees are overwhelmed, not because of work processes, but due to life’s overall demands—this calls for individualized support for well-being. And not just any generic support, but specifically tailored support.

Currently, well-being initiatives are often seen as a one-size-fits-all solution, lacking precision. You wouldn’t just order some random “work coaching” to improve performance—you’d first ask whether it should be leadership coaching, process improvement, communication training, tool usage training, or something else. But for some reason, in the realm of well-being, there’s a belief that any effort will do—so we end up talking and acting mainly around exercise, diet, and sleep. These are valuable themes, but a truly comprehensive view of well-being goes much further.

Solutions aren’t found in averages, but in differences.

The traditional approach builds solutions based on average results: “we have challenges with workload” or “job satisfaction has declined.” But in reality, the problems differ between units—and so should the solutions.

Aistii combines views of both work and well-being in one analysis. This provides a precise understanding of where in the organization to focus efforts:

• on work organization

• on strengthening a sense of meaning

• on clarifying leadership practices

• on enhancing recovery, work ability, or a sense of capability

Different units have different problems—and the solutions should be different, too.

Productivity and change agility don’t emerge from one big program, but from many right actions in the right places.

When you see work and well-being as one shared phenomenon, you can lead with more precision, target more effectively, and make a greater impact.

At Aistii, we help build visibility into what needs to be developed—and where.

One organization – many realities. Do you have visibility into all of them?