The main objective of the project is to support ProAgria, which will start its operations at the beginning of 2020, to create an organisational structure in Eastern Finland and to develop a coherent management culture, management system and practices. The goal of the change is to create productivity growth and employee well-being, based on better customer benefits and increased agility in the organisation. Greater agility — speed change requires the ability to respond to the evolving needs of customers and changes in the operating environment. The mode of operation is tailor-made development programmes for the next rough breakdown of mukaisesti:1.Asiakkaiden service development needs2.Management team and management 3.Personnel4.ProAgria Eastern Finland’s AdministrationHanke investigates service needs for main company groups (e.g. customer observations, customer panels, electronic feedback systems). However, the focus will be on the development of the way services are delivered (who-what-when). The analysis of customer needs includes the use and testing of various tools, and it further refines the training themes of the personnel development programme (e.g. increasing customer understanding). The aim is to connect about 300 developing and developing farms during the project. The actual service development in the project is not done, but the additional information obtained is mainly background information and perspectives. The aim is to provide a consistent service offering to the customer. The management team and management programme will start during the rest of 2018, continuing the project all the time. The start will start in 2018 through the composition of the Management Team and support to the recruitment process, continuing to tailor and implement a concrete development programme during 2019-2022. Management training will be organised throughout the project period for a total of 15-20 days.The staff development programme will be implemented during the years 2019-2022 after the start of the management team’s operations. The guiding factor is information derived from the service needs assessment and customer experiences, how to bring the customer needs to the attention of the Agile team most effectively. How to respond quickly and according to the customer’s needs, taking into account the team’s resources? The target group is all personnel. Important themes include understanding and implementation of the Agile operating model, well-being at work and management of your work, additional competence in different customer situations and customer types, and ensuring and developing competence in digital tools. Solutions for the Problems Group. The goal is a 10-day package involving the personnel teams of the whole organisation (approximately 20 teams).ProAgria Keskusten and ProAgria Eastern Finland’s administration consists mainly of farm and rural entrepreneurs in the region. The model brings a direct link to customers and their service needs. However, since the members of the administration are not administrative professionals, it is necessary to ensure a sufficiently deep and goal-oriented knowledge of the administration. The project organises a tailored programme for the Board of Directors 2019-2022, which activates and develops board work and ensures a sufficiently high level of board competence. Annual strategy meetings are organised for the Board of Directors and the Representative Council, as well as new information on changes in the operating environment and prospects for the future, linked to the development themes of the jory. As a result of the project, the service needs of customers in Eastern Finland have been refined and the development targets related to their implementation have been identified. ProAgria Eastern Finland will start operations as planned and efficiently. The management team, management and management skills have been updated to meet the requirements of the new organisation. The Agile team structure is in use throughout the organisation. Customers will get the services they need more comprehensively through ProAgria and taking better account of customer needs. In the short term, this will have an impact on the profitability and operational activities of companies. In the long term, the project will ensure the services needed in rural areas in Eastern Finland and maintain and develop the vitality of sparsely populated areas. The result is to ensure the quality and availability of the services needed by farms and rural businesses throughout Eastern Finland. The introduction of the team structure will already bring positive results in the short term, for example in terms of well-being at work, job satisfaction and the development of job descriptions. Through a more integrated, larger organisation, staff will have better opportunities to develop their skills and career development, new customers and colleagues.