Building Resilient Finnish Public Administration: Thriving in the Face of Change
Author: Kirsi Aaltola, Director, Development, HAUS Finnis Institute of Public Management Ltd
The Author Kirsi Aaltola (PhD) attending to a panel discussion about “Public leadership for resilient state” 22nd May 2025 in Warsaw Poland.
In today’s rapidly changing world, resilience has become a crucial trait for both individuals and organizations. Resilient organizations not only survive disruptions but also use them as opportunities for growth and development. This blog post explores the key elements of building and sustaining resilient leadership and organizations in public administration.
Resilience is the ability to anticipate, adapt, and thrive in the face of change. It involves surviving disruptions and being ready for them, responding effectively, and using them as opportunities for growth. Resilient organizations harness the power of foresight, flexibility, and a strong culture to navigate challenges and emerge stronger. Leaders who embody traits such as emotional intelligence (EQ), adaptability, and effective communication can build personal resilience and inspire the same in their teams. EQ seems to be crucial for leadership success, as it enables leaders to understand team members better, fostering a culture where each individual feels heard and valued. Leaders with high EQ communicate effectively, reducing misunderstandings and resolving conflicts faster, ultimately leading to better organizational performance.
Key elements for building resilient organizations in public administration
The foundation of resilience lies in shifting focus from reaction to anticipation. Organizations need to sense changes on the horizon and react quickly and effectively. Creating a strategic listening system that brings together diverse voices, including employees, customers, partners, and even competitors, can help build a clearer picture of emerging trends and future scenarios. Using tools like risk management and scenario planning, organizations can model potential risks and challenges. This hands-on approach allows teams to simulate “what if” scenarios and develop actionable guidelines for managing them.
According to a study published in the Harvard Business Review, self-care practices are crucial for leaders to maintain their effectiveness and resilience, especially in high-stress environments1. Self-care is a fundamental leadership competency that enhances a leader’s effectiveness, resilience, and overall well-being. Leaders who practice self-care not only safeguard their own mental health but also create a culture where team members feel encouraged to do the same.
A systematic review published in Frontiers in Psychology highlights the effectiveness of growth mindset interventions in improving resilience and adaptability among leaders. Embracing a growth mindset transforms challenges into opportunities for personal and professional development, building stronger emotional resilience in leadership.
Research published in the Open Journal of Business and Management emphasizes the positive impact of vulnerable leadership on employee empowerment and organizational resilience2. Striking a balance between swift decision-making and thoughtful analysis is essential. Empowering teams to act without unnecessary delays while maintaining a structure for deeper analysis and measured planning can prevent missteps and ensure effective responses to challenges. Leaders who embrace vulnerability create a culture of resilience and genuine connection. By admitting when they don’t have all the answers and taking ownership of mistakes, leaders foster an environment where others feel safe to learn, grow, and share their own challenges.
According to McKinsey’s research, companies that exhibited resilient behavior were less likely to go bankrupt during the pandemic3. Agile organizations can quickly adapt to changing circumstances. This involves creating self-sufficient teams, promoting adaptable leaders, and investing in talent and culture. Developing organizational resilience requires a focus on human capital. Investing in talent and fostering a culture that embraces change and innovation can help organizations navigate uncertainties and thrive in the long term.
Few lessons learned in Finnish public administration
In general, the lessons in Finland highlight the importance of a multilevel governance approach, digitalization, comprehensive security, international collaboration, and addressing the disconnects in resilience-building efforts. By integrating these lessons, Finnish public organizations can enhance their capacity to deal with and recover from disruptions.
The Finnish Comprehensive Security concept is a preparedness model where various sectors work together to ensure the resilience of society’s vital functions. This model has been effective in building national resilience. The Finnish government has been working on developing a multilevel governance model, particularly in sparsely populated areas. This approach aims to improve cooperation between different levels of government and other stakeholders to achieve political goals and enhance resilience. Finland’s experience with hybrid operations and information warfare highlights the importance of resilience in national security4. This involves educating citizens about the country’s place in the world and investing in resources to maintain national security.
A study published in the European Journal of Public Health examined how leaders responsible for local health systems in Finland interpreted changes in their operational environment during the first year of COVID-195. The study identified three core issues of leadership in building primary healthcare resilience: living with constant uncertainty, maintaining adaptability through workforce and information management, and adopting a holistic approach to crisis governance and public service needs. The review highlighted the importance of nurse leaders in fostering resilience among their teams by providing emotional support, ensuring adequate resources, and promoting a positive work environment.
Research has shown that Finnish public organizations build resilience through three distinct yet interacting modes: operational action and readiness, prevention and planning, and exploring and sketching the unknown.6 VTT Technical Research Centre of Finland has been actively involved in researching and promoting resilience. Their work emphasizes the importance of societal resilience, especially in times of disruptive crises. They highlight the need for comprehensive research and system-dynamic modeling to provide evidence-based evaluations for decision-makers.7
Conclusion
Building and sustaining resilient organizations is a continuous process that requires foresight, flexibility, and a strong culture. By proactively preparing for change, engaging in scenario planning, balancing speed and reflection, and investing in talent and culture, organizations can not only survive disruptions but also thrive in the face of them. Resilience is not just about bouncing back; it’s about bouncing forward and seizing opportunities for growth and development.
References
Hyttinen, K. (2020). In the times of disruptive crisis – an opinion on societal resilience. Retrieved from VTT Technical Research Centre website.
Karreinen, S., Paananen, H., Kihlström, L., Janhonen, K., Huhtakangas, M., Viita-aho, M., Satokangas, M., & Tynkkynen, L. K. (2023). Managing uncertainty – leaders’ perspectives on health system resilience during COVID-19 in Finland. European Journal of Public Health, 33(Supplement_2), ckad160.980. https://doi.org/10.1093/eurpub/ckad160.980.
Maor, D., Park, M. & Weddle, B. (2022). Raising the Resilience of Your Organization. Retrieved from McKinsey & Company website.
McAdoo, J. (2025). The Impact of Vulnerable Leadership on Employee Empowerment. Open Journal of Business and Management, 13(1), 1-23. https://doi.org/10.4236/ojbm.2025.131001.
Neale, P. (2024). A Self-Care Checklist for Leaders. Harward Business Review.
Nyberg, R. (2018). Hybrid Operations and the Importance of Resilience: Lessons From Recent Finnish History.
Salomaa, A., T. Reinekoski, H. Salminen, K. Krivochenitser, J. I. Hukkinen, and T.-K. Lehtonen. 2025. Disjointed modes of building resilience to socio-environmental crises. Ecology and Society 30(1):6.
https://doi.org/10.5751/ES-15766-300106
