Organisations, Ourselves, and Enoughness – Ten arms, twenty legs and one head

After coming to Finland as an exchange student in 1982, I have now completed 43 years of work here, 27 of which have been within the same organisation, originally one of several local organisations that, through successive mergers, have become one larger entity.

Experiencing these changes over time has made me reflect on the role work plays in shaping who we are.

How much does work affect and, in part, create our identity? The workplace often broadens our sense of belonging and should enhance our sense of “enoughness”. But what effect does the functionality of an organisation have on the well-being and motivation of its employees?

Is work a part of life, or is life a part of work? And ultimately, how much does work shape who we are? Our sense of self within our work roles constantly influences how we function and how we are perceived. At the same time, organisations themselves develop an identity.

Organisational enoughness

During the above-mentioned 27 years, I have worked for two main organisations, which now function as one. Organisations develop an identity within their own field. How strong that identity becomes depends, among other things, on the balance between individuality and unity within the organisation.

That identity is strengthened when people work together in a unified way, even though the products or services may require different interpretations in practice, for example, to meet customer-specific needs.

Organisations must also, at times, reflect on their own sense of enoughness, not only what they can become, but what they should be. The overall identity must remain, but reshape itself to meet new requirements.

The organisations I have worked for have both had to create an identity, embed it throughout the organisation, anticipate change, and at times react to it.

Organisational challenges

The first of these organisations, in my view, faced a significant shift moving from one dominant field to a broader range of activities, requiring continuous development to meet new demands.

This involved rapid growth, which required a shift in identity. Growth also brought new personnel and new roles. But what happens when existing employees are not ready or willing to adapt to that change? How strongly does this restrict the intended development?

Each department, both old and new, must respond to the needs and expectations of its customers within their respective fields. At the same time, expansion into new premises in different cities created physical distance between employees, leading to the emergence of more field-specific identities.

A clash of work-specific cultures and roles becomes almost unavoidable, especially when clear and consistent leadership is less visible. The transition from a predominantly blue-collar environment to one that also includes white-collar roles added further complexity.

Actions begin to turn into reactions alongside both planned and unplanned developments. A singular identity can become a distant and unclear concept.

In this case, the eventual solution was an acceptance of two parallel, functional cultures. Over time, this became understandable and acceptable to all. What emerged was a shared identity made up of different parts, one that truly reflects the nature of the work being carried out.

The birth of Careeria

The latter of these two organisations, Careeria, faced perhaps an even greater managerial challenge. Here, the task was to bring together already existing and independently functioning organisations. Each of these had its own established methods, identities, and operational cultures.

Well-established entities were required to become one – in function, in culture, and in identity. Within a few years, Careeria soon had ten arms, twenty legs and one head. Clearly governed by the one head, the arms and legs knew who they were, where they were going, and what they wished to become.

Multifaceted areas of expertise were woven into one functional identity while still maintaining their required departmental identities. I have enjoyed the past 27 years—learning, adapting, working.

My individual identity adaptation

I have described how organisations are required to adapt, evolve, and sometimes redefine themselves. But what happens when that same process reaches the individual?

In 2014, I was diagnosed with MS, multiple sclerosis. It is the progressive type, chronic and intensely set on challenging my own little individual organisation, my identity, and my sense of enoughness.

I was thrown into a kind of emptiness, one where I no longer had a sense of identity, a sense of organisation, or a sense of belonging. The head, tasked with governing the arms and legs, could not even find them on some days.

There is no chance of predicting what will happen next, no way of anticipating the future. Every single hobby and pastime was stripped from my life; disability took each one. What was left of my identity?

A new identity was needed, though the head still desired the old and familiar one.

I know many people – employees and members of organisations, who have been challenged to wrestle with change, unpredictability, and uncertainty.

Resilience, adaptation, understanding, and love

People face personal challenges, people create organisations, and people can make organisations successful. Both need to be resilient and determined.

When change is required, we might accept the challenge and adapt as needed – or shiver in its shadow. Adapt, or become passive. “The job was done” versus “we did the job.”

At both personal and organisational levels, we can do the job with understanding and love.

Sometimes, as people and as employees, we must learn to understand the rapid changes in life and work, in the face of both predictability and unpredictability. As members of an organisation, and as people, understanding and support from others are of utmost importance.

The question “where do we belong now?” must be answered.

There must be expressions of care and humanity to balance the intermittent fear and the days of change and uncertainty. Character and personality are welcomed gifts for all kinds of identities, and a sense of humour is often our best medicine.

We create our own sense of enoughness, as do organisations, we create the organisation.

We belong here

When people maintain their own identity and are simultaneously willing to contribute to an organisational identity, a oneness bred from individuality and difference creates a strong, functional, and synchronised set of arms and legs.

Careeria has an enormous desire to succeed and to belong. I am deeply grateful to Careeria and my colleagues.

New status, new identity

On the first day of February 2026, I retired. A significant step in life. Once again, a major change to face.

A new status – from employee to retiree. From belonging to something clearly defined, to something less certain. A different form of identity to adopt.

After 27 years within well-defined roles, I now find myself in a new and unfamiliar position, one that must be reconsidered and restructured.

Once again, my understanding of enoughness will shift until adaptation to this new reality becomes complete. For a time, a sense of disconnection from stability may prevail. Routines will change, and obligations will increasingly come from within rather than from external structures.

Is no longer belonging the seed of loneliness, or a new start?

Most of all, interaction with others may decrease. Living with a demanding illness already brings frequent reflection on the meaning of life – moments of clarity, moments of uncertainty, lost and found again.

Fortunately, I will continue part-time at Careeria. That continuity matters.

I know I still have the drive and enthusiasm to shape the next stage of my life. Once again, a sincere thank you to all my colleagues and friends at Careeria.

Organisations, like individuals, must adapt, redefine, and find their own sense of enoughness. Perhaps the same question applies to all of us: not only what we can become, but what is enough, and where we truly belong.

Michael Dredge
opettaja
Laatu, kehittäminen ja vastuullisuus
Careeria