Training Programs for the Development of Management and Processes in the Health and Social Services Sector
Resource challenges, demographics, technology, internationalization – various sources of pressure for change challenge the health and social services sector and its operators. Operating methods, structures of responsibilities, and management models are undergoing a transformation. What requirements does this impose on management?
Enable a Smooth Transition Phase in Health and Social Services and Successful Change Management
The organization and production of social services is being built as a whole, where customer orientation, effectiveness, productivity, and knowledge-based management guide operations. Our training programs help you deepen your strategic thinking, financial, and change management capabilities, as well as strengthen your personal management skills. Our programs combine the academic perspective and practical working life seamlessly.
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September 25, 2025 – May 2026
Scope
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LocationCustomized Solutions
We co-create with organizations impactful and inspirational training solutions and help our customers to develop continuously and address current and future business challenges. Our co-partnership design process ensures a unique learning experience and measurable business impact. Every aspect of the solution is tailored to meet the needs and expectations of the customer – from content to faculty, learning methods, location, and social events.
Health and Social Services Management in Change
The problems of care pathways, staff shortages, and the sufficiency of funding are topical themes now and will be for years to come. What can health and social services managers do? Managers, supervisors, and health and social services professionals must have an understanding of what the change in the operating environment requires in terms of developing their own management capabilities and what means can be used to better manage their own organization in the midst of the challenges of the wellbeing services counties’ reform.
The new wellbeing services counties and the development of personal management capabilities require competencies in business administration, industrial management and health economics. The health benefits achieved by the patient and the customer, and the smoothness of access to treatment are essential issues. How should you develop the customer service process and deliver a truly effective service? We will evaluate the efficiency of funding and personnel, as well as the sufficiency of the available resources and what can be achieved with such inputs from the societal perspective.
Management development will improve your change management capabilities during the health and social services reform, and new conceptual models will foster flexibility and better customer orientation. With process management expertise, it is possible to develop smoother care pathways and organize social and health services to be more cost-effective and to have more impact. Lean competence, on the other hand, improves the personnel's problem-solving skills and brings about changes in operating methods and daily management, leaving more time for care and customer work.
Anticipating and Preparing for Change
The wellbeing services counties’ reform will affect the outlook for the health and social services sector on many levels in the coming years. Every citizen will be affected by the reform at some stage of life, and all taxpayers will contribute to covering the costs. As customers and service users, we want timely help to be provided smoothly and when needed in different life situations. Social and healthcare leaders, managers, experts, and other service staff need support in their own management activities, as well as the latest information and new approaches to providing smooth and timely services. We must invest in developing the production of services, as smooth processes are key to solving problems in the health and social services sector, as our resources are currently scarce.
Opportunities for Digitalization in Healthcare
Developments such as robotics, digitalization and artificial intelligence will enable new perspectives which may not be apparent to us but offer the potential for new well-being services, products, and competence. Service integration and the streamlining of customer processes will require a new kind of focus. We must lead our ‘troops’ into new situations and manage the change by preparing in good time. Have you prepared for the challenges of the coming years in your organization?
Managing Social Impact
The wellbeing services counties must focus on organizing and delivering timely, integrated, cost-efficient, and results-based services of the right level. The management focus is shifting towards managing impacts and their power, rather than service delivery and productivity.
One of the key development targets in the sector is to improve the experience of multi-service users by integrating services on a customer-oriented basis. This means that leaders and experts must be able to increase the impact and customer-orientation of their services.
Digitalization is radically transforming many current service production methods in areas such as interaction with services, evaluating care needs, and self-care. For this reason, managers of social and health care services must be aware of the service development opportunities presented by digitalization.
In many countries, a value-based approach now lies at the core of social and health care service development. Lean focuses on value creation and the development of customer-orientation in services. It is important for health and social services managers and experts to identify the benefits of lean methods for improving processes and services.
Strong Experience as a Developer in the Field
Aalto EE offers leading edge expertise in the development of management in the sector, since our training program is designed alongside experts in business administration and industrial management, and the health and social services sector. The lessons learned during training are applied to your own work environment, providing tangible support for practical development work.
We have implemented healthcare management programs for both the private and public sector since 1990. Johtaminen terveydenhuollossa (JTH) program and its predecessor TEJOKO have been developing Finnish healthcare since 1992. The program has become a significant part of a healthcare professional's development path as a manager. In addition, we have implemented numerous customer-tailored training programs for companies in the health and social services sector, e.g., in the field of management and supervisory work, as well as process management and lean development.