Vuosi: 2024
From Time Management to Focus Management
It is common knowledge that effective time management is the skill of following a well-structured plan. It is typically done by breaking your day down into hours and minutes, setting priorities, and using to-do lists and schedules to keep track of everything. Still, many people find themselves overwhelmed, distracted, and unable to produce significant outcomes even if they allocate hours and minutes painstakingly. In reality, the problem may be not with our time management but with our attention and concentration. Here is when focus management becomes useful. While time management sees the clock, focus management considers the mind and shifts the emphasis from hours to cognitive resource management. In this blog Metropolia's MBI alumnus Usman Khanzada's provides viewpoints for enhancing focus management both in business and in personal life. Get ready for some valuable tips ahead! Business Perspective The business world clearly shows the need to change from time management to focus management. Focus increases strategic alignment: Leaders and companies realize that success depends on matching activities with strategic objectives (13). In other words, focus management is about accomplishing the right things, not just checking tasks off your list (14). If we take this perspective, concentration management becomes a potent leadership technique rather than only a personal productivity tool. Focus management ensures that individuals and teams are engaged in activities that match with organization´s priorities and goals. Focus helps value-based productivity: Focus management separates high-value and low-value activities, unlike time management, which either sees all chores as equally relevant, or even leads to people doing low-impact tasks, just to check tasks off the list. On the contrary, those who embrace focus management foster a culture of purpose-driven productivity whereby every chore fits a more general goal. It stresses highly impactful activities that promote value creation and success. If only we can articulate this difference clearly, it can help people devote their time to activities that provide significant results, including strategic planning, problem-solving, and value creation. After all, along-term success in any company depends on the quality of work done, rather than the mere volume of activities completed. KPIs Perspective & Quantifiable Results Focus management has concrete advantages measured in numerous spheres. Businesses that have embraced focus management claim higher quality of work, more output, and better innovation results (11,12). Studies have demonstrated that employees who manage their attention instead of merely their time show better key performance indicators (KPIs). According to HBR (9), employees who used concentration management tactics, including deep work and distraction reduction, were 40% more productive than those who depended just on time management approaches. As focus management lets people participate in deep, continuous thought, it has been connected to better problem-solving capacity. In a society where creative problem-solving and invention are ever more valuable, the capacity for concentration is turning into a competitive advantage. (13). Furthermore, these employees who practice focus management also demonstrate higher job satisfaction and reduced stress, which further points to the notion that good concentration management increases output and improves well-being (8). Which Tools Can Help in Focus Management? Several techniques and frameworks can be applied to support focus management so that to enable practical, effective work and better production: EisenhowerMatrix: This tool ranks chores according to priority and urgency, but from the perspective of focus management, it stresses spending time on activities that are important but not urgent, therefore promoting long-term value generation. (8) The Pomodoro Technique: Originally used for time management, this method can be modified for focus management via serious work free from distractions using each Pomodoro (25-minute block) (3,8). OKRs (Objectives and Key Results): Setting well-defined, focused OKRs helps people and teams match their efforts with organizational objectives, ensuring that their focus is on high-impact work. (10) Cognitive Load Theory: Cognitive Load Theory by educational psychologist John Sweller suggests that people have limited capacity for information processing. Learning and task performance degrade when cognitive overload increases. Controlling cognitive load involves screening distractions and concentrating on a few high-priority tasks. However, as with any other tool, the use of these tools and approaches will require personalization. Unlike strict time management strategies, focus management can be tailored to match positions, personalities, and working styles. For instance, while extroverts would like shorter, more active focus sessions, introverts might gain from longer stretches of intense work. Organizations can build a more inclusive and efficient productivity culture by promoting customization of focus management to fit particular demands. How Can Focus Management Help Me? Focus management helps us to direct our cognitive resources toward significant, high-impact activities instead of spreading them around several less important chores. Optimizing our focus helps to regulate cognitive load, improve problem-solving, give space to creativity, and improve task completion. Focus management can help us immediately in at least two situations: In Remote Work and Hybrid Models: Remote and hybrid work has made concentration management more important than ever. Employees must learn self-management outside the conventional office environment and its structures. Without the conventional office structure, staff members are more prone to distractions and thus more responsible for controlling their priorities and attention. Performance can be readily disrupted by distractions including phones, social media, and household interruptions. By fostering disciplined attention, focus management helps people to overcome these challenges and keep engaged even in the absence of outside control. Telecommuters can keep on target and reduce distractions by means of strategies such as establishing limits for phone use, arranging social media breaks, and designating a specific workstation. In maintaining well-being and mental health: Focus management can be a tool for improving well-being as much as increasing work production. It is common knowledge that constant effort to optimize time in high-stress situations could cause burnout and tension. By encouraging deeper involvement with fewer chores, focus management helps to regulate cognitive load and promote a more sustainable production method. Even in difficult jobs, people can find balance and fulfilment by focusing on what counts. Ultimately, focus management can signify a fundamental change in our approach to production, giving meaningful, high impact work top priority above only time management. As companies change, leaders must embrace this attitude to inspire innovation, improve well-being, and align tasks with strategic goals. Those who welcome this change will increase performance and foster a more involved, purpose-driven staff, orienting their companies for long-term expansion in the modern, vibrant workplace. About the author: Usman Khanzada is an alumnus of Business Informatics Master´s programme (2020). He is a seasoned professional in project management with a strong interest in sustainability. Usman writes blogs, participates in events, and often contributes as a guest lecturer to Metropolia´s student community. Reference list: Steinhorst, C. (2024) The Fallacy of Time Management: Why It's Time to Rethink Productivity. Forbes. Available at: https://www.forbes.com/sites/curtsteinhorst/2024/01/23/the-fallacy-of-time-management-why-its-time-to-rethink-productivity/ [Accessed 1 September 2024]. De Silva, S. (2023) The Secret to Productivity: Focus on Energy Management, Not Time Management. Medium. Available at: https://medium.com/@sandun04silva98/the-secret-to-productivity-focus-on-energy-management-not-time-management-54ec6f54f29a [Accessed 1 September 2024]. Cope, S. (2023) Time Management Strategies. Upwork. Available at: https://www.upwork.com/resources/time-management-strategies [Accessed 1 September 2024]. ICG, Innovative Construction Group (2023) Time Management Strategies for Success. ICG Builds. Available at: https://www.icgbuilds.com/time-management-strategies-for-success/ [Accessed 4 September 2024]. Vanessa M. (2023) The Shift from Time Management to Energy Management. LinkedIn. Available at: https://www.linkedin.com/pulse/shift-from-time-management-energy-vanessa-murphy-fcphr-fcipd/ [Accessed 4 September 2024]. Jarret, C. (2020) Cognitive Load Theory: Explaining Our Fight for Focus. BBC. Available at: https://www.bbc.com/worklife/article/20201103-cognitive-load-theory-explaining-our-fight-for-focus [Accessed 5 September 2024]. Martins, J. (2023) Time Management Tips. Asana. Available at: https://asana.com/resources/time-management-tips [Accessed 9 September 2024]. Goldstein, T. (2023) Mastering the Clock: A Rich Perspective on Time Management. LinkedIn. Available at: https://www.linkedin.com/pulse/mastering-clock-rich-perspective-time-management-tom-goldstein-yczze/ [Accessed 9 September 2024]. Dierdorff, E.C. (2020) Time management is about more than life hacks. (Harvard Business Review. Available at: https://hbr.org/2020/01/time-management-is-about-more-than-life-hacks [Accessed 1 September 2024]. Martins, J. (2024) What are OKRs? Meaning and benefits of objectives and key results. Available at: https://asana.com/resources/okr-meaning [Accessed 3 September 2024]. Investopedia (n.d.) Key performance indicator (KPI). Available at: https://www.investopedia.com/terms/k/kpi.asp [Accessed 3 September 2024]. LinkedIn (n.d.) How can you use KPIs to improve time management? Available at: https://www.linkedin.com/advice/1/how-can-you-use-kpis-improve-time-management-154ne#:~:text=KPIs%20are%20measurable%20values%20that,quality%2C%20efficiency%2C%20or%20profitability [Accessed 3 September 2024]. (2014). Connecting strategy, goals, and meaningful purpose. Available at: https://www.mckinsey.com/capabilities/operations/our-insights/connecting-strategy-goals-and-meaningful-purpose [Accessed 22 Oct. 2024]. Evanish, J. (2023) 8 Ways Priority Management Trumps Time Management. Get Lighthouse, Inc. Available at: https://getlighthouse.com/blog/priority-management-trumps-time-management/ (Accessed: 22 October 2024).
Mielenterveyshoitotyön osaamistarpeet ensihoidossa
Mielenterveysongelmat lisääntyvät maailmanlaajuisesti. Ensihoidossa kohdataan yhä useammin mielenterveysongelmia (1). Mielenterveysongelmien lisääntyminen ensihoidossa näkyy tehtävämäärän kasvuna (2). Ensihoitajat ovat usein psyykkisesti sairastuneen ensimmäinen kontakti. Ensihoitajilla ei kuitenkaan välttämättä ole riittävästi tietoa eikä taitoja hoitaa psyykkisesti sairaita potilaita (3). Tarvittua tietoa aiheesta tuo esille Metropoliassa laadittu YAMK-opinnäytetyö, jossa kartoitettiin kirjallisuuskatsauksen avulla mielenterveyshoitotyön osaamistarpeita ensihoidossa. Psykiatrisen ensihoitoyksikön pilotti Pirkanmaalla Psykiatrisen ensihoitoyksikön pilotti alkoi Pirkanmaalla ympärivuorokautisena 1.10.2023. Ympärivuorokautinen pilotti kesti puoli vuotta (4). Puolen vuoden pilotin aikana yksikkö ajoi 1300 tehtävää, näistä oli 1020 mielenterveystehtävää. Yksikköä hälytettiin myös kiireellisille tehtäville lähimpänä yksikkönä (5). Ensimmäisen kerran psykiatrista ensihoitoyksikköä pilotoitiin keväällä 2022. Silloin pilotti toimi 12 tuntia vuorokaudessa kuukauden ajan. Pirkanmaalla on vuosittain n. 4500 mielenterveystehtävää, joista noin puolet jätetään kuljettamatta (4). Pilotin aikana potilasryhminä olivat ahdistuneisuus, itsetuhoisuus, lapset ja nuoret, muistisairauksien aiheuttamat ongelmat, sosiaaliset hätätilanteet, päihteiden aiheuttamat ongelmat ja kärjistyneet mielenterveyden haasteet (6). Potilaiden kanssa voitiin viettää enemmän aikaa psykiatrisessa ensihoitoyksikössä, kun normaalissa ensihoitoyksikössä (4). Kuljettamatta jätetyt potilaat saivat hoitoon ohjausta tai ohjausta omien hoitokontaktiensa piiriin (5). Pirkanmaalla toimineen psykiatrisen ensihoitoyksikön pilottia varten tarvittiin tietoa ensihoitajan mielenterveyshoitotyön osaamistarpeista. Pirkanmaan hyvinvointialueen ensihoitopalvelut tilasi YAMK-opinnäytetyön aiheesta. Opinnäytetyön työn toteutti Mika Käpynen ja työn ohjaajana toimi Jukka Kesänen. Ensihoitajien mielenterveyshoitotyön osaamistarpeet ensihoidossa Lisätäkseen ymmärrystä mielenterveyshoitotyön osaamistarpeista Käpynen toteutti opinnäytetyössään (2024) kirjallisuuskatsauksen. Käpynen löysi scoping-katsauksena toteutettussa kirjallisuuskatsauksessa tietokantahaulla ja manuaalisella haulla 20 englanninkielistä tutkimusartikkelia, jotka hän analysoi sisällönanalyysilla. Suomalaisia tutkimuksia aiheesta ei löytynyt. Kansainväliset tutkimukset käsittelivät ensihoitajien asenteita ja kokemuksia mielenterveyspotilaan hoidosta ensihoidossa. Lisäksi tutkimusartikkeleissa kuvattiin potilaiden kokemuksia saamastaan hoidosta ensihoidossa. Mielenterveyshoitotyön osaamistarpeet muodostettiin tutkimusartikkeleissa tiedonantajina toimineiden ensihoitajien, psykiatrisessa ensihoitoyksikössä työskentelevien psykiatristen sairaanhoitajien ja kolmen psykiatrisessa päivystyksessä työskentelevän sairaanhoitajan työssään kohtaamien haasteiden ja kokemuksien perusteelta. Lisäksi osaamistarpeita muodostettiin myös tutkimusartikkeleissa ilmi tulleiden potilaiden, sekä yhden läheisen kokemuksista saamastaan hoidosta ensihoidossa. Tiedot, taidot ja asenteet Käpysen opinnäytetyön (2024) perusteella ensihoitajien osaamistarpeet kohdistuivat tietoihin, taitoihin ja asenteisin. Ensihoitaja tarvitsee tietoa psyykkisistä sairauksista ja mielenterveysongelmista, sekä psykiatrisen potilaan hoitamisesta. Psykiatrisen potilaan hoitamisesta tulisi tietää mm. hoitovaihtoehdoista ja hoitopaikoista sekä ikäihmisten psykiatrisesta ja psykososiaalisesta hoitamisesta. Lisäksi tarvitaan tietoa psykiatrisen potilaan arvioinnista ja mielenterveyslainsäädännöstä. Arvioinnissa tulee huomioida psykiatrisen potilaan hoidon protokolla. Ensihoidossa tarvittavat ensihoitajien taidot olivat erittäin moninaiset, sillä kirjallisuudesta tunnistettiin lähes viisikymmentä yksittäistä taitoa. Taidoista tarpeellisia ovat vuorovaikutustaidot, hoidon tarpeen arviointitaidot, turvallisuustaidot, yhteistyötaidot, ohjaustaidot, tunteidenhallintataidot, ensihoidon interventiot, kirjaamis- ja raportointitaidot, päätöksentekotaidot sekä osaamisen kehittämisen ja työkyvystä huolehtimisentaidot. Vuorovaikutustaitoihin kuuluu mm. luottamuksen luominen, kommunikointi ja vahvat ihmissuhdetaidot. Kommunikointiin liittyy esimerkiksi ajan käyttäminen potilaan kohtaamiseen, empaattinen suhtautuminen, kuunteleminen sekä keskustelutaidot. Yleiskuvan muodostaminen potilaan tilanteesta ja arviointityökalun käyttäminen potilaan tilan arvioinnissa ovat esimerkkejä hoidon tarpeen arviointitaidoista. Mielenterveyspotilaan ensihoidossa tulee varautua esimerkiksi potilaan odottamattomiin reaktioihin ja estää tilanteiden kärjistyminen sekä huomioida henkilökohtainen turvallisuus. Ensihoidossa tehdään yhteistyötä muiden viranomaisten kanssa, potilaan ja hänen läheistensä sekä työparin kanssa. Mielenterveystehtävillä potilaalle annetaan kuljettamatta jättämisen yhteydessä hoito-ohjeita ja hoitoon ohjausta. Ensihoitajien tunteidenhallintataitoihin liittyy muutoksiin sopeutuminen stressaavissa tilanteissa ja turhautumisen välttäminen mielenterveyspotilaita kohtaan sekä tunteiden hallinta selviytymismekanismien avulla, joita ovat esimerkiksi huumori. Ensihoidon interventioita ovat mm. selkeiden rajojen asettaminen ja omaisten osallistaminen sekä mielenterveyspotilaan oloa helpottavien asioiden ehdottaminen. Mielenterveyspotilaan kohdalla kirjaamis- ja raportointitaitoja ovat esimerkiksi selkeä viestintä päivystyksen henkilökunnalle potilasta hoitoon luovutettaessa ja itsemurha-ajatusten dokumentointi. Potilaan päätöksentekoon osallistumisen mahdollistaminen ja itsetuhoisten potilaiden hoitoa koskeva päätöksenteko sekä lääkärin arvion käyttäminen itsetuhoisen potilaan kuljetuspäätöksen teossa kuuluvat päätöksentekotaitoihin. Osaamista tulee kehittää kouluttautumalla ja työkyvystä huolehtia pyytämällä jälkipuintia tarvittaessa. Asennetasolla ensihoidossa olennaisia ovat ensihoitajien ennakkokäsitykset, mielenterveysongelmiin ja psyykkisiin sairauksiin suhtautuminen, sekä mielenterveys- ja päihdepotilaisiin suhtautuminen. Ensihoitajien ennakkokäsitykset saattavat vaikuttaa negatiivisesti potilaskohtaamisiin, joten ne on tärkeää tiedostaa ja varmistaa, että ne eivät vaikuta hoitotyössä. Mielenterveystehtävät ovat osa ensihoitoa ja mielenterveyspotilaita kuuluu pitää tasavertaisina muihin potilaisiin nähden. Kunnioittava suhtautuminen psyykkisesti sairaita potilaita kohtaan on ensiarvoisen tärkeää. Mielenterveyshoitotyön lisäkoulutus ja jatkotutkimus on tarpeen ensihoidossa Mielenterveyshoitotyön osaamistarpeet ensihoidossa sisältävät useita laaja-alaisia tietoihin, taitoihin sekä asenteisiin liittyviä tarpeita. Ensihoidon johtamisessa on tarpeen kiinnittää huomiota mielenterveyshoitotyön koulutuksen lisäämiseen. Tämä edellyttää myös, että ensihoitoon kohdennetaan riittävästi resursseja. Ensihoidossa mielenterveyshoitotyön lisäkoulutus on tärkeää, jolloin potilaiden hoitokin on laadukkaampaa. Näin mielenterveysongelmaisia voidaan ohjata tarkoituksen mukaisiin hoitopaikkoihin ja myös päivystyksen työkuorma vähenee (7). Psykiatrisen ensihoitoyksikön toiminnan avulla olisi mahdollista kehittää osaamista ja varmistaa potilaan laadukas hoito. Tärkeitä jatkotutkimusaiheita olisi selvittää, kyselytutkimuksella ja haastattelemalla millaista mielenterveyshoitotyön osaamista Suomessa toimivilla ensihoitajilla on tietojen, taitojen ja asenteiden osalta. Kannattaisi myös tutkia, miten mielenterveyshoitotyön tietoja, taitoja ja asenteita voidaan parantaa ensihoidossa. Kirjoittajat Mika Käpynen ensihoitaja ylempi AMK työskentelee Pirkanmaan hyvinvointialueen ensihoitopalveluissa hoitotason ensihoitajana. Kiinnostuksen kohteena hänellä on mielenterveyshoitotyö ensihoidossa, joten opinnäytetyön aihe on hänelle merkityksellinen. Hän toimi ensihoitajana psykiatrisen ensihoitoyksikön pilotissa ja tunnisti siinä toimiessaan mielenterveyshoitotyön osaamistarpeiden laajuuden, toteaa opinnäytetyössään mielenterveyshoitotyön osaamistarpeita ensihoidossa tutkinut Käpynen. Opinnäytetyö Ensihoitajan mielenterveyshoitotyön osaamistarpeet ensihoidossa on luettavissa Theseus tietokannassa osoitteessa https://www.theseus.fi/handle/10024/865800 Jukka Kesänen toimii lehtorina Terveyden osaamisalueella ja ohjaa YAMK-opinnäytetöitä. Hän on toiminut Mikan opinnäytetyön ohjaajana. Lähteet Rolfe, Ursula & Pope, Catherine & Crouch, Robert 2020. Paramedic performance when managing patients experiencing mental health issues – Exploring paramedics’ Presentation of Self. International Emergency Nursing 49 (3). Hankaniemi, Anu Leena 2022. Mielenterveysongelmaa hoitamaan voidaan nyt lähettää erikoisambulanssi. Saatavana osoitteessa: https://yle.fi/a/74-20001058. Viitattu 12.6.2024. Berry, Martin 2014. College of Paramedics evidence into mental health care and policing. Journal of Paramedic Practice 6 (10). 539–540. Partanen, Marko 2023. Oma yksikkö 785-tehtäville Pirkanmaalla. Saatavana osoitteessa: https://pelastustieto.fi/systole/kenttatyo/oma-yksikko-785-tehtaville-pirkanmaalla/#ad3550e0. Viitattu 27.8.2023. Partanen, Marko 2023. Pirkanmaan psykiatrisen ensihoitoyksikön vaikuttavuutta selvitetään. Saatavana osoitteessa: https://pelastustieto.fi/pelastustoiminta/ensihoito/pirkanmaan-psykiatrisen-ensihoitoyksikon-vaikuttavuutta-selvitetaan/#ad3550e0. Viitattu 27.8.2024. Backman, Henri 2023. Psykiatriset potilaat ensihoidossa. Saatavana osoitteessa: https://www.google.com/url?sa=t&source=web&rct=j&opi=89978449&url=https://rednet.punainenristi.fi/system/files/page/Psykiatrinen%2520ensihoitoyksikko%25CC%2588%252027.2.pdf&ved=2ahUKEwihi7DQ-JSIAxXRPhAIHRSPDnsQFnoECCIQAQ&usg=AOvVaw0XZ4FVn0zv9UEo9zZmW8yz. Viitattu 27.8.2024. Sarka, Eemeli 2023. Mielenterveysambulanssi vähentää päivystysten kuormitusta ja tuo potilaille kohdennettua apua. Saatavana osoitteessa: https://pelastusalan.ammattilainen.fi/pirkanmaan-mielenterveysambulanssi/. Viitattu 20.7.2024.
Accelerating DEI agenda for companies, their reporting and KPIs
Both researchers and industry experts concur that workplaces with diverse and inclusive environments make positive impacts on organizations. They point out that having diversity, equity, and inclusion (hence DEI) initiatives at work improves corporate culture, client relations, enables the organization to move into new markets and even positively affects profitability. The three essential components – diversity, equity, and inclusion are interlinked and, when combined with business strategies, can help organizations thrive amid societal changes. (Ely and Thomas 2020.) These topics inspired me during my MBA studies and I chose them as a topic for my Master’s thesis. In my thesis, I collaborated with a company in Finland that has a nascent DEI strategy and was interested to develop a roadmap to amplify the benefits of having DEI in the workplace to the company’s leadership. Why the need to place a focus on DEI? Diversity, Equity, and Inclusion (DEI), as a social pillar of sustainability policies, is part of the global goals in order to make a positive difference in own industry, as well as generate impact on society. DEI topics, as non-financial indicators, may be difficult to measure, unless they are conceptualized and well aligned to the strategy. This may pose a challenge to smaller companies, new to this area, and therefore the experience and developments in big companies deserve attention and dissemination. Especially the appropriate selection of DEI indicators is the necessary step for any organization in the new era of CSRD. For organizations, key performance indicators (KPIs) are the essential managerial tools to determine whether the company is headed into the right direction. Metrics are vitally important, as evidenced by the proverbs "if you can't measure it, you can't manage it" and "what gets measured gets done" (Marr 2022). The DEI KPIs are important not only for reporting, but for implementing and truly “living” the strategy of the organization. They are indicative tools that will shed light on performance and point out the areas that require special care. A look at EU’s Corporate Sustainability Reporting Directive (CSRD) For the last two decades, the EU has been a champion in promoting DEI. The latest CSRD regulation (adopted since 5th January 2023) and its newly adopted EU standards (ESRS) include not only sustainability, but also - profoundly - social issues reporting, including DEI (see ESRS S1). As communicated in the EU Commission’s website on Corporate sustainability reporting: “Companies subject to the CSRD will have to report according to European Sustainability Reporting Standards (ESRS). The standards were developed by the EFRAG, previously known as the European Financial Reporting Advisory Group, an independent body bringing together various different stakeholders. The standards will be tailored to EU policies, while building on and contributing to international standardisation initiatives.” This latest EU CSRD legislation requires that all large companies disclose the information on the opportunities and risks they perceive as emerging from social and environmental issues, as well as their effects of their actions on the environment and human population (EU Commission, Press Corner, Q&A, 2023). At the European Commission's request, EFRAG (European Financial Reporting Advisory Group) drafted the standards to enforce the proposed CSRD, that focus on appropriate due process, transparency, and the knowledge of pertinent stakeholders. The 12 new standards (ESRS) cover the full range of sustainability issues and include the four significant “must-do” reports under the social facet, namely: ESRS S1: Own workforce ESRS S2: Workers in the value chain ESRS S3: Affected communities, and ESRS S4: Consumers and end-users. The ESRS standards point to a range of recommended metrics for disclosures under the social pillar, namely in “ESRS S1: Own workforce” (such as the characteristics of the undertaking’s employees to collective bargaining and social dialogue). Figure 1 shows the range of KPIs in the newly adopted CSRD and ERSRS recommended for corporate reporting. Figure 1. Metrics recommended by EFRAG for ESRS S1: Own workforce” (EFRAG 2022. Educational session on the first set of draft ESRS). In addition, the newly adopted CSRD and ESRS give room for flexibility to organizations which specific aspects of DEI they can select for reporting on their DEI related topics. Especially the gender diversity policies are seen as the most common focus in workplaces and reporting practices. By having a gender-balanced workforce, companies can demonstrate their commitment to having an inclusive and equitable work environment. This condition gives a unique chance to the front-running companies to excel and stand out among competitors by demonstrating their leadership via adopting not just mandatory, but wider reporting practices, beyond the required minimum. Nordic companies are at the forefront in DEI reporting Companies, especially the larger ones, have undergone digital and other transformations in the past decades. These changes were also closely related to sustainability and diversity issues. The organizations that successfully embraced these efforts as part of their business strategy were immediately spotted by other industry players, to a big extent, due to their excellence in reporting. These companies have managed to set examples of reporting that other organizations - as well as students in DEI topics - can learn from. The widely acknowledge examples of DEI leadership from Nordics include, for example, the following front-running companies. AFRY can be considered as an inspiring example of a leading international engineering, design, and advisory company when it comes to sustainability reporting. AFRY´s Annual and Sustainability Report 2023 (published in March 2024) measures and follows us on sustainability commitments through targets that encompasses its solutions, operations, and people. It also monitors its progress on a wide range of KPIs in DEI area (which is especially obvious when comparing to reports on DEI topics published in 2020 or earlier). Also, CGI make an interesting example among the largest IT companies in Finland that emphasizes in its DE&I governance. DEI is endorsed by the CEO and the executive committee, and that accountability for DE&I is a shared responsibility. DEI topics are embedded in the annual business plans for each Strategic Business Unit (for example, in CGI 2022 ESG report, p.45). The company clearly indicates its DEI targets and KPI also in its 2023 Sustainability report (published in 2024) and sets the targets, for example, to achieve the same level of gender diversity representation in leadership positions as is present across the entire company by 2025. (CGI 2023 ESG report, p.21). These Nordic examples demonstrate that, by understanding and selecting measurable DEI targets and KPIs, the companies can create and follow more professional development plans, identify the multitude of domains where DEI can bring benefits to an organization, and thus point to a measurable impact of DEI on the overall performance. It makes this topic worth studying, also by the students at universities of applied sciences. About the author: Joan Mhyles Cruz is an MBA graduate in Business Informatics. In her student times, Joan was a student ambassador of Metropolia UAS and an advocate of DEI. She made this topic into her Master´s thesis done for one of the front-runners of DEI in Finland. References: AFRY (2022). Annual and Sustainability Report 2022. Retrieved on 30.10.2023. https://afry.com/sites/default/files/2023-04/annual-and-sustainability-report-2022.pdf CGI (2022). Environmental, Social and Governance Report. Retrieved on 20.11.2023. https://www.cgi.com/sites/default/files/2023-03/cgi-2022-esg-report.pdf CGI (2023). Environmental, Social and Governance Report. Retrieved on 20.04.2023. https://www.cgi.com/sites/default/files/2024-05/cgi-2023-esg-report-en.pdf Cruz, Joan Mhyles (2024). A DEI Roadmap for an Organization and Its Sustainability Reporting:Master´s Thesis. Metropolia UAS. https://urn.fi/URN:NBN:fi:amk-2024053018232 EFRAG (2022). Educational Session on Draft ESRS S1 Own workforce. Educational videos on the first set of draft ESRS (downloaded). Retrieved 30.11.2023. https://efrag.org/Assets/Download?assetUrl=%2Fsites%2Fwebpublishing%2FSiteAssets%2FFINAL_26.01_Long_S1_SR%2520PPT%25201%2520vers230126%2520%281%29.pdf EFRAG (2022). European Sustainability Reporting Standards (Draft). ESRS S1 Own workforce. EFRAG November 2022. Retrieved on 20.11.2023. https://www.efrag.org/Assets/Download?assetUrl=%2Fsites%2Fwebpublishing%2FSiteAssets%2F13%2520Draft%2520ESRS%2520S1%2520Own%2520workforce%2520November%25202022.pdf Ely, Robin J. and Thomas, David A. (2020). Getting Serious About Diversity: Enough Already with the Business Case. Harvard Business Review, Nov-Dec 2020. https://hbr.org/2020/11/getting-serious-about-diversity-enough-already-with-the-business-case EU Commission. Corporate Sustainability Reporting. EU rules require large companies and listed companies to publish regular reports on the social and environmental risks they face, and on how their activities impact people and the environment. (online). Retrieved on 01.02.2024. https://finance.ec.europa.eu/capital-markets-union-and-financial-markets/company-reporting-and-auditing/company-reporting/corporate-sustainability-reporting_en EU Commission (2023). People first – Diversity and inclusion. Fostering a diverse and inclusive workplace. Retrieved on 5.12.2023. https://commission.europa.eu/about-european-commission/organisational-structure/people-first-modernising-european-commission/people-first-diversity-and-inclusion_en#fostering-a-diverse-and-inclusive-workplace EU Press Corner (2023). Questions and Answers on the Adoption of European Sustainability Reporting Standards. 31.07.2023 (Brussels). (online). Retrieved 20.11.2023. https://ec.europa.eu/commission/presscorner/detail/en/qanda_23_4043 EUROPA. EUR-Lex. Directive - 2022/2464. Official Journal of the European Union. Directive (EU) 2022/2464 of the European Parliament and of the Council of 14 December 2022 amending Regulation (EU) No 537/2014, Directive 2004/109/EC, Directive 2006/43/EC and Directive 2013/34/EU, as regards corporate sustainability reporting (Text with EEA relevance). 16.12.2022 (online). Retrieved on 10.12.2023. https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=uriserv%3AOJ.L_.2022.322.01.0015.01.ENG&toc=OJ%3AL%3A2022%3A322%3ATOC Marr, Bernard (2012). Key Performance Indicators: The 75 measures every manager needs to know. Introduction. KPIs are vital management tools (xxv). Pearson Education Limited.
Metropolia UAS and Erasmus+ student exchange to Stuttgart, Germany – May 2024
Studying in a Master's program is more than just an academic endeavor; it's a gateway to a world of inspiring opportunities and experiences. This past May, a dynamic group of Metropolia's students studying in the Master in Business Administration programme, guided by their teacher Jimmy Ruokolainen, embarked on an Erasmus+ Student exchange to the Business Psychology Department at Hochschule für Technik Stuttgart in Germany. The students documented their experiences gained from the visit through blog posts, which were evaluated in a friendly competition. Metropolia Mastermind blog is happy to post the winner of the competition that was created by MBA students Sofia Konttinen and Kasey Snider. Their captivating blog is entitled as "Seeking inspiration? Business Psychology at HFT Stuttgart will put a spin on your perspective!" Take a look and enjoy the blog yourself!
How to Navigate the Complex Landscape of Software and Technology Export Controls
The early 2020s were marked by turbulence, and the resulting economic sanctions have profoundly impacted exporting companies around the world. At the same time, groundbreaking advancements in digital infrastructure, such as generative AI and intelligent automation, have sparked debates about regulations governing software and technology export controls in leading nations. These discussions aim to protect competitive advantages and shield nations from emerging threats such as advanced cybercrime and electronic surveillance by foreign entities. As a result, export control restrictions are becoming increasingly complex. I have taken up this topic to help the company that I work for to make sense of these complex regulatory issues. Challenge: Understanding the Regulatory Framework Given the lack of maturity in multilateral processes and national regulations, companies in the software and technology sectors must proactively prepare for new restrictions and controls. Non-compliance with foreign trade laws can lead to legal, financial, and reputational risks. Moreover, macroeconomic trends, including the global economic shift and rising protectionism, will continue to impact organizations involved in export activities. Ignoring exports, that are intangible in nature, is no longer an option. What the technology industry should have learned from the unprecedented economic sanctions of 2022 and the uncertainties surrounding global treaties is that proactive trade compliance is essential. Master´s Thesis Offers an Approach My Master’s thesis offers a thorough review of existing knowledge on software technology export controls, regulatory frameworks, and best practices in both the United States (US) and the European Union (EU). This information has been synthesized into a conceptual framework to help co-create an export compliance framework tailored to software offerings. The goal is to mitigate the risk of non-compliance within the sponsor organization and to clarify the roles and responsibilities of stakeholders in the export compliance process. This process involves business conduct due diligence and adherence to export control regulations, which typically cover four main categories: product controls, end-user controls, export destination controls and controls on the actual end-use. The Wassenaar Arrangement serves as the umbrella for export control regulations. It is a multilateral, non-binding international forum that facilitates the exchange of views and information on international trade in conventional arms and dual-use goods and technologies. The EU and the US have integrated the Wassenaar Arrangement control lists into their legislative frameworks and operational practices. The US has more comprehensive legislation regarding software product-related controls, while the EU has delegated most software-specific regulations to its member states. Key Considerations in Software Technology When it comes to software technology classification, important aspects include encryption features and the functionality of software embedded in dual-use classified end products. The US also monitors the re-export of US-made technology in exports outside its borders. Therefore, all software product development should consider both US and EU legislation when working in international markets. A common element across the Wassenaar Arrangement, the US, and the EU concerning software and technology is the inclusion of information security within their respective national regulations. Solution: A Tool for Export Compliance Drawing from the information security domain, a tool for further content analysis was selected; the People, Process, and Technology framework introduced by Information Security and Privacy expert Bruce Schneier in 1999. This framework became a foundational concept in cybersecurity, emphasizing that when one element changes, the other two must also adapt to maintain a balanced and effective response to change. Schneier (2013) stressed that security should not solely rely on technology but should also incorporate people and processes into a comprehensive security system. The same principle applies to the export compliance landscape. To prevent confusion regarding Technology terminology in export control regulations, the Technology element was modified in the thesis to represent the actual end product, transforming the framework into the People, Process, and Product (PPP) matrix. During the co-creation process with stakeholders, the PPP elements were evaluated through the four categories of export control. Identified findings and related regulatory aspects were consolidated into a matrix, with each cell color-coded to identify the responsible entity. This matrix was designed as a tool to assist in risk mitigation within the export compliance process for software offerings at the sponsor organization. It aims to verify and monitor software exports and clarify the roles and responsibilities of different stakeholders. Preparing for the Future To thrive, businesses must accelerate innovation, enhance risk management, and meet increasingly demanding expectations. Effectively designing and managing their people, processes, and product controls during times of change can provide the necessary insight and understanding to achieve these goals. Consequently, companies engaged in the software and technology business should proactively prepare to adopt new restrictions and controls as they are introduced. By doing so, they can navigate the complex landscape of export controls and ensure compliance in an ever-evolving global market. About the author Aino Herranen is a graduate of Master´s degree program in Business Informatics. Aino has a keen interest in technologies and export compliance, and has selected this area for doing her Master´s thesis. References: Herranen, Aino. 2024. Building an Export Compliance Framework: Intangible Technology Transfer – Software offerings. Metropolia University of Applied Sciences. Master’s Thesis. https://www.theseus.fi/handle/10024/856483 Schneier, Bruce. 2013. "People, Process, and Technology". Blog. Pulished 30/01/2013. https://www.schneier.com/blog/archives/2013/01/people_process.html This document benefited from the use of OpenAI's ChatGPT for grammar and style checks.
How Machine Learning Can Be Applied in Demand Forecasting and Supply Planning
Demand forecasting is known to be challenging due to phenomena such as the Bullwhip Effect (Lee et al., 1997a). Having worked in supply chain management for many years, I observed that the Bullwhip Effect is a universal issue across all industries. Companies, regardless of size, struggle with the amplification and distortion of demand information. My master’s thesis focused on leveraging AI, specifically machine learning, to enhance demand forecasting and optimize supply chains for the case company, a producer of durable IT devices. This thesis aimed to bridge two hot topics in the digital era — machine learning and demand forecasting — by providing a practical solution within a real business context. Effective demand forecasting and supply planning are crucial components of supply chain management. Inaccurate demand information often leads to suboptimal decisions, causing inventory imbalances and customer dissatisfaction. Many organizations struggle with business challenges due to inaccurate demand forecasts, resulting in inefficiencies, financial losses, and unhappy customers. Recent advancements in machine learning (ML) algorithms offer new tools to improve forecasting accuracy and maintain excellent performance for industrial demand. Since 2018, Machine Learning algorithms have consistently won competitions focused on retail demand forecasting. In my study, I employed an applied action research approach to diagnose the case company's challenges and offer viable solutions. Data collection primarily involved qualitative methods such as interviews, meetings, and internal document analysis, supplemented by quantitative data for model development. Four algorithms were used to build Machine Learning models using data extracted from the company's weekly demand reports: Linear Regression, Decision Tree, Recurrent Neural Network, and Support Vector Machine (as recommended by: Vandeput, 2023). After processing the data, performing feature engineering, and conducting training, testing, and validation, Linear Regression emerged as the most suitable algorithm based on both Machine Learning metrics and internal evaluations. Based on the thesis results, this approach was recommended for integration into the case company's existing demand forecasting and supply planning processes to support better decision-making. The steps in the approach are shown in Figure 1 below. Figure 1. Demand Forecasting Process by Utilizing Machine Learning Model (Zhang 2024). By leveraging AI technology, particularly machine learning, in demand forecasting and supply planning, organizations can vastly improve supply chain management. Enhanced forecast accuracy and optimized inventory levels lead to reduced inefficiencies, minimized financial losses, and heightened customer satisfaction. My academic journey in Metropolia University of Applied Sciences has equipped me with invaluable expertise in digitalization and data analytics. Notably, Power BI and Machine Learning provided direct insights for visualizing data, aiding in the selection of the most suitable machine learning model in my thesis. About the author Yi Zhang is a graduate of Master´s degree program in Business Informatics. Yi is keen on new technologies and has set her personal goal to master Machine Learning for advancing in her professional area. References Lee, H.L., Padmanabhan, V. & Whang, S. (1997 a). The Bullwhip Effect in Supply Chains. Sloan Management Review/Spring. Vandeput, N. (2023). Demand forecasting best practices. Manning Publications. Available from: https://learning.oreilly.com/library/view/demand-forecasting-best/9781633438095/?sso_link=yes&sso_link_from=metropolia-university Zhang, Y. (2024). Machine Learning Applied in Demand Forecasting and Supply Planning. Metropolia UAS, Master´s thesis, 99 pages. Available from: https://www.theseus.fi/handle/10024/857760
Liikunta tukee nuorten mielenterveyttä
Samaan aikaan, kun yläkouluikäisten nuorten mielenterveyden haasteet ovat lisääntyneet, on nuorten liikkumisen määrä vähentynyt (7, 8). Liikunnan ja hyvän mielenterveyden välillä on todettu olevan vahva yhteys (14–19). Yläkouluikäisten kanssa toimivien tulisi huomioida paremmin liikunnan tuomat mahdollisuudet nuorten mielenterveyden edistämisessä. Lisäksi tulisi huomioida, että mielenterveyttä tukevan liikunta on vapaaehtoista, hauskaa ja tapahtuu kavereiden kanssa nautinnon takia eikä pakon vuoksi (15). Nuorten mielenterveyden haasteet ovat lisääntyneet ja liikkuminen on vähentynyt Nuoret ovat tuoneet esille lisääntynyttä mieliala- ja ahdistusoireilua, yksinäisyyttä sekä heikentynyttä positiivista mielenterveyttä. Saman suuntaisia tuloksia on raportoitu maailmanlaajuisesti. (1, 2) Tutkimuksissa on todettu, että mielenterveyden häiriö on kouluikäisten ja nuorten aikuisten yleisin terveyden häiriö. Eri tutkimusten mukaan noin 20–25 prosenttia nuorista kärsii jostakin mielenterveyden haasteesta. (4) Alakoululaisista noin viidenneksellä on ollut mielialaan liittyviä haasteita viimeisen kahden viikon aikana. Yläkouluiässä mielenterveyden haasteita kokeneiden määrä kasvaa ja erityisesti tyttöjen kokemat mielenterveyden haasteet ovat lisääntyneet. Yläkouluikäisistä tytöistä noin puolet ja pojista alle viidennes on ollut huolissaan mielialastaan. (2, 5) Vuoden 2023 Kouluterveyskysely tuo esille, että koronaviruspandemian jälkeen hyvinvointi ei ole palautunut toivotusti. Verrattaessa vuoden 2021 ja 2023 Kouluterveyskyselyjen tuloksia 8.- ja 9.- luokkalaisten kokema ahdistuneisuus ja kiusaamisen kokemukset ovat lisääntyneet edelleen. Tytöillä ahdistuneisuus on noussut 30 prosentista 34 prosenttiin ja pojilla 8 prosentista 9 prosenttiin. (5, 6) Lasten ja nuorten liikkumisessa ja fyysisessä kunnossa on havaittavissa muutoksia. Vuoden 2023 Kouluterveyskyselyssä tulee esille, että vapaa-ajalla hyvin vähän eli alle tunnin viikossa liikkui 20–36 prosenttia pojista ja 30–46 prosenttia tytöistä. (8) Vuonna 2022 tehdyssä LIITU-tutkimuksessa tulee puolestaan esille, että lapsista ja nuorista reilu kolmasosa saavutti liikkumissuosituksen. Aineiston mukaan liikkumisesta suurin osa kertyi 5–10 minuuttia kerrallaan kestäneistä jaksoista. (7) Move!-mittaukset sekä varusmiesten kuntotulokset kertovat lasten ja nuorten kestävyyskunnon heikkenemisestä sekä painonnoususta. Myös liikkumisen kokonaismäärä on laskenut. (8, 9) Move!-testien tuloksissa tulevat selkeästi esille peruskouluikäisten lasten fyysisen toimintakyvyn haasteet. Keskimäärin 40 prosentilla yläkouluikäisistä fyysinen toimintakyky on tasolla, joka mahdollisesti kuluttaa tai haittaa terveyttä ja hyvinvointia eli hänellä voi olla haasteita selviytyä väsymättä arkipäivän toiminnoista. Tilanne korostuu etenkin tyttöjen kohdalla. (8) Vantaan ja Keravan sekä Kainuun hyvinvointialueilla tulokset ovat maan huonoimpia. Näillä alueilla lähes puolella kahdeksasluokkalaisista tytöistä fyysinen toimintakyky on mahdollisesti terveyttä ja hyvinvointia haittaavalla tasolla. Huomioitavaa on, että Move!-testien tuloksissa on merkittäviä alueellisia eroja. (8, 10, 11) LIITU-tutkimus osoittaa, että liikkumisen määrä vähenee tasaisesti nuoremmista vanhempiin ikäryhmiin siirryttäessä. Liikkumisessa on myös edelleen nähtävillä selvä sukupuoliero. Pojat saavuttavat liikkumissuosituksen kaikissa ikäryhmissä tyttöjä yleisemmin. Myös liikkumisen väheneminen alkaa tytöillä poikia aikaisemmin, jo 9-vuotiaasta alkaen. On tärkeää, että lapset saavat riittävästi monipuolisia liikuntakokemuksia varhaisvuosien aikana, jotta liikkumisen kannalta tärkeät motoriikan ja välineiden käsittelyn taidot pääsevät kehittymään. (12) Myös LIITU-tutkimuksessa tulee esille, että koronaviruspandemian jälkeen ei ole palattu entiseen liikuntamäärään. (7) Liikunta osana mielenterveyden hoitoa Useissa tutkimuksissa on todettu liikunnan edistävän ja tukevan mielenterveyttä ja olevan vaikuttavaa erityisesti masennuksen ja ahdistuksen hoidossa (13–18). Liikunnasta saadut hyödyt ovat tehokkuudelta samaa luokkaa tai jopa parempia kuin lääkityksen tuottamat vaikutukset (13). Maltillinen vapaa-ajan liikkuminen alentaa masennuksen, ahdistuksen ja kroonisen stressin oireita sekä vähentää käyntejä koulupsykologilla. Tunti viikossa vapaa-ajan liikkumista vähensi masennusoireilun todennäköisyyttä 22 prosenttia ja ahdistusoireilua 32 prosenttia. Puolen tunnin liikkuminen viikossa vähensi stressin oireita 17 prosenttia. Kun liikunnan viikkotuntimäärä kasvoi tunnista 7 tuntiin, masennusoireilu väheni 48 prosenttia ja ahdistusoireilu 44 prosenttia. Koulumatkaliikunnalla ei todettu olevan vaikutusta mielenterveyteen. Tämän arveltiin johtuvan ns. “pakkopullaliikunnasta”. Mielenterveyttä tukevan liikunnan pitäisi olla vapaaehtoista, hauskaa ja tapahtua kavereiden kanssa nautinnon takia eikä pakon vuoksi. (14) Liikunnalla on paljon mahdollisuuksia nuorten hyvinvoinnin ja mielenterveyden edistämisessä. Liikunta parantaa fyysistä kuntoa, mutta myös vähentää masennuksen, ahdistuksen ja kroonisen stressin oireita. (13–17) Lisäksi liikunnan avulla voidaan kehittää kehotietoisuutta, lievittää jännittyneisyyttä sekä oppia rentoutumaan (15, 18). Liikunta lisää myös mahdollisuuksia mielenterveyttä edistäviin sosiaalisiin kontakteihin (19). Nuorten mielenterveyden edistämisen kannalta on kansantaloudellisesti sekä -terveydellisesti tärkeää lisätä nuorten arkeen liikuntaa ja liikettä. Se on helposti toteutettavissa, merkityksellistä ja kustannustehokasta. Liikkumista ja liikkeen hyödyntämistä nuorten perustason palveluissa ja oppimisympäristöissä tulisikin hyödyntää aikaisempaa enemmän. Miten voisimme kannustaa erityisesti tyttöjä liikkumaan enemmän? Miten nuorten liikkumista voitaisiin tukea paremmin? Termistöä: Move!-testissä mitataan 5.- ja 8.- luokkalaisten oppilaiden fyysisiä ominaisuuksia eli kestävyyttä, nopeutta, voimaa ja liikkuvuutta. Lisäksi mitataan motorisia perustaitoja ja havaintomotorisia taitoja. Tulokset raportoidaan tyttöjen ja poikien ryhmissä. Blogitekstissä on tarkasteltu vuoden 2023 Move!-tuloksia. (9) LIITU-tutkimus eli Lasten ja nuorten liikuntakäyttäytyminen Suomessa. Tutkimus on kansallinen 7–15-vuotiaiden liikkumista, liikuntakäyttäytymistä ja -kulttuuria laajasti kartoittava seurantatutkimus. Blogitekstissä on tarkasteltu vuoden 2022 LIITU-tutkimuksen tuloksia. (20) Kouluterveyskysely toteutetaan joka toinen vuosi. Se antaa monipuolista ja luotettavaa seurantatietoa lasten ja nuorten hyvinvoinnista, terveydestä, koulunkäynnistä ja opiskelusta, osallisuudesta sekä avun saamisesta ja palveluista. Tutkimukseen osallistuu perusopetuksen 4., 5. ja 8., 9. luokkien oppilaat sekä lukioiden ja ammatillisten oppilaitosten 1.,2. vuoden alle 21-vuotiaat opiskelijat. Blogitekstissä on viitattu vuosien 2021 ja 2023 Kouluterveyskyselyjen tuloksiin. (21) TIETOA KIRJOITTAJASTA Kirjoittaja Mirva Kuula-Harimaa on fysioterapeutti ja tutkinnon Kliininen asiantuntijuus sosiaali- ja terveysalalla, mielenterveystyön asiantuntija opiskelija (YAMK). Hän valmistuu toukokuussa 2024 Metropolia Ammattikorkeakoulun sosiaali- ja terveysalan koulutusyksiköstä. Hänen opinnäytetyönsä “Nuorten mielenterveyden ja hyvinvoinnin edistäminen, psykofyysinen lähestymistapa ja keholliset keinot” on luettavissa Theseus-tietokannassa osoitteessa <https://urn.fi/URN:NBN:fi:amk-202404166724>. Lähteet: Nuorten hyvinvointi 2023. Terveyden ja hyvinvoinnin laitos. <https://thl.fi/aiheet/lapset-nuoret-ja-perheet/hyvinvointi-ja-terveys/nuorten-hyvinvointi>. Luettu 28.3.2024. Aalto-Setälä, T. & Suvisaari, J. & Appelqvist-Schmidlechner, K. & Kiviruusu, O. 2021. Kouluterveyskysely 2021. Pandemia ja nuorten mielenterveys. Tutkimuksesta tiiviisti 55/2021. Helsinki: Terveyden ja hyvinvoinnin laitos. 1, 2, 4. <https://www.julkari.fi/bitstream/handle/10024/143129/URN_ISBN_978-952-343-738-8.pdf?sequence=1&isAllowed=y>. Luettu 30.3.2024. Nuorten mielenterveyshäiriöt 2023. Terveyden ja hyvinvoinnin laitos. <https://thl.fi/aiheet/mielenterveys/mielenterveyshairiot/nuorten-mielenterveyshairiot>. Luettu 30.3.2024. Helakorpi, S. & Kivimäki, H. 2021. Kouluterveyskysely 2021. Lasten ja nuorten hyvinvointi. Tilastoraportti 30/2021.Terveyden ja hyvinvoinnin laitos, Helsinki. 1-4. <https://www.julkari.fi/bitstream/handle/10024/143063/ktk_tilastoraportti2021_2021-09-09_kuviot_kuvana.pdf?sequence=1&isAllowed=y>. Luettu 29.3.2024. Helenius, J. & Kivimäki, H. 2023. Lasten ja nuorten hyvinvointi - Kouluterveyskysely 2023. Tytöistä yli kolmannes ja pojista joka viides kokee terveydentilansa keskinkertaiseksi tai huonoksi. Tilastoraportti 48/2023. Terveyden ja Hyvinvoinnin laitos, Helsinki. 1, 3. <https://www.julkari.fi/bitstream/handle/10024/147270/Lasten%20ja%20nuorten%20hyvinvointi%20Kouluterveyskysely%202023%20Tilastoraportti%2048_2023.pdf?sequence=1&isAllowed=y>. Luettu 28.3.2024. STT info. 2023. THL:n kouluterveyskysely: 8.- ja 9.- luokkalaisten ahdistuneisuus ei osoita laantumisen merkkejä koronan jälkeen, kiusaamista aiempaa enemmän. 2.6.2023. <https://www.sttinfo.fi/tiedote/thln-kouluterveyskysely-8--ja-9-luokkalaisten-ahdistuneisuus-ei-osoita-laantumisen-merkkeja-koronan-jalkeen-kiusaamista-aiempaa-enemman?publisherId=69817778&releaseId=69984439>. Luettu 30.3.2024. Husu, P. & Tokola, K. & Vähä-Ypyä, H. & Vasankari, T. 2023. Liikemittarilla mitatun liikkumisen, paikallanolon ja unen määrä. Julkaisussa: Lasten ja nuorten liikuntakäyttäytyminen Suomessa. LIITU-tutkimuksen tuloksia 2022. (toim.) Kokko, S- & Martin, L. Valtion liikuntaneuvoston julkaisuja 2023:1. 31–44. <https://www.liikuntaneuvosto.fi/wp-content/uploads/2023/03/Lasten-ja-nuorten-liikuntakayttaytyminen-Suomessa-2022-2.pdf>. Luettu 1.4.2024. Move!-mittaustuloksia 2023. Fyysisen toimintakyvyn seurantajärjestelmä. Tulokset syksy 2023. Kokomaa. Opetushallitus. 9, 12. <https://www.oph.fi/sites/default/files/documents/kokomaa_helalandet_move2023.pdf>. Luettu 1.4.2024. Liikkumissuositus 7–17-vuotiaille lapsille ja nuorille. (2021). Opetus ja kulttuuriministeriön julkaisuja 2021:19. 26–29. <https://julkaisut.valtioneuvosto.fi/bitstream/handle/10024/162984/OKM_2021_19.pdf?sequence=4&isAllowed=y>. Viitattu 1.4.2024. Move!-mittaustuloksia 2023. Fyysisen toimintakyvyn seurantajärjestelmä. Tulokset syksy 2023. Kainuun hyvinvointialue. Opetushallitus. <https://a3s.fi/move2023_hyvinvointialueraportit/kainuun_hyvinvointialue_20_move2023.pdf>. Luettu 1.4.2024. Move!-mittaustuloksia 2023. Fyysisen toimintakyvyn seurantajärjestelmä. Tulokset syksy 2023. Vantaan ja Keravan hyvinvointialue. Opetushallitus. <https://a3s.fi/move2023_hyvinvointialueraportit/vantaan_ja_keravan_hyvinvointialue_04_move2023.pdf>. Luettu 1.4.2024. Asunta, P. & Viholainen, H. & Ahonen, T. & Rintala, P. & Cantell, M. 2016. Motorisen oppimisen vaikeudet. Teoksessa: Tieteelliset perusteet varhaisvuosien fyysisen aktiivisuuden suosituksille. Opetus- ja kulttuuriministeriön julkaisuja 2016:22. 38. <https://julkaisut.valtioneuvosto.fi/bitstream/handle/10024/75406/OKM22.pdf>. Luettu 25.3.2024. Singh, B. & Olds, T. & Curtis, R. & Dumuid, D. & Virgara, R. & Watson, A. & Szeto, K. & O’Connor, E. & Ferguson, T. & Eglitis, E. & Miatke, A. & Simpson, C. & Maher, C. 2023. Effectiveness of physical activity interventions for improving depression, anxiety and distress: an overview of systematic reviews. 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Integrating Security into Continuous Delivery
Adopting a DevOps strategy for software development aims to significantly increase the speed of software delivery process by working in small batches and ensuring software is always releasable. This way of working is often called Continuous Delivery. However, the increased speed in software delivery creates challenges for existing security processes and practices. To ensure security concerns are identified before the software is released, security must be integrated into the Continuous Delivery process. This was the topic of my Master’s thesis that has just been completed as part of Metropolia Master´s studies. When working as a consultant helping organizations with all things around DevOps and Continuous Delivery, I have noticed that security is still often not integrated into the process as well as it could. For sure, most professionals try to think of security while implementing new features and automation. Yet, often I think we tell ourselves that there should be security experts in the organization that will be ultimately responsible for the security of the solution. Here, I can take myself as an example. Although I have discovered many great open-source security tools that could be used at various stages of the software development and delivery process, rarely did I feel like I have the time and mandate to take them into real use in projects. This is a mindset which, I think, should be changed; everyone who contributes to the software delivery should be responsible for security. Realizing it as a problem, I turned this challenge into a Master’s Thesis topic when I started my studies at Metropolia. According to my initial idea, integrating the available open-source security tools into the Continuous Delivery processes would provide a fast feedback loop on security threats and vulnerabilities that developers might accidently introduce while working on projects (Vainio 2023). This is what the Master´s thesis finally achieved. What is Continuous Delivery? In my experience, a successful DevOps strategy for software delivery revolves around the concept of Continuous Delivery which was popularized by David Farley and Jez Humble in their 2010 book called “Continuous Delivery”. (Farley & Humble 2010) More technical readers will know that continuous Delivery extends the earlier coined Continuous Integration concept and takes it to its logical conclusion: every change to the software should be followed by multiple stages of automated testing to verify that the software is releasable; and if the testing fails, everyone must work together to either rollback the change or fix the issue. These stages are arranged into what is called the deployment pipeline. It is easiest to understand the concept with help a diagram such as the one below: Figure 1. Example of a Deployment Pipeline (Vainio 2023, picture modified from Farley & Humble 2010). The deployment pipeline in Figure 1 is triggered by a change to the software’s code base and is then followed by multiple stages of testing. Finally, if tests are successful, the software should reach a releasable state. Given that the team is already working with a deployment pipeline, it presents an opportunity to integrate automated security tests into this process. Integrating Security Since Continuous Delivery aims for software that is always releasable, this means that the security posture of the software and the related deployment infrastructure must also be in a secure, releasable state. It might seem obvious by now, but the below diagram shows how security tests can be bolted onto the deployment pipeline: Figure 2. Example of an Enhanced Deployment Pipeline (Vainio 2023). As seen in Figure 2 above, security tests fit right into the deployment pipeline. Ideally, the security tests are run in parallel to the existing tests. This is the desired implementation that aims for security tests that don’t slow down the pipeline execution and thus the delivery process. It seems obvious that security should be one of the characteristics of the software that is tested during the deployment pipeline. But as often happens, this simple idea can be tricky to implement in practice unless you are a security expert, and that’s why I wanted to study and discover the practical ways for anyone working on the delivery process to find effective ways to integrate security tests into the process. My Master’s Thesis describes a security framework based on these core ideas. Following the thesis, in my company we have internalized this approach and developed additional practical examples and information around the security tools and practices. It is still very early days for the full-scale adoption of the framework, but we have started the journey to fully embrace the idea that security has to be an integral part of everything that we deliver. References Farley, D. & Humble, J. (2010). Continuous Delivery. Reliable Software Releases Through Build, Test and Deployment Automation. Boston: Pearson Education, Inc Vainio, M. (2023). Practical Framework for Continuous Delivery: Master´s Thesis. Metropolia UAS. 77 pages. https://www.theseus.fi/handle/10024/810697 About the author Mike Vainio is a double alumnus of Metropolia University of Applied Sciences. He first graduated as an Engineer of Information and Communication technology (Bachelor, 2014) and then graduated as a Master in Business Informatics in December 2023. Among other professional topics, Mike has a keen interest in security in software development.
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