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Culture

It’s a Team Game

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Exceptionally skilled colleagues.

TOP5 true things our people value @D&I

Everyone is respected as who they really are.

TOP5 true things our people value @D&I

Amazing teamspirit.

TOP5 true things our people value @D&I

I get to use my expertise every day.

TOP5 true things our people value @D&I

Inspiring goal.

TOP5 true things our people value @D&I

Culture is our defining differentiator, the one thing that truly sets us apart from any other law firm.

Our culture shines through in everything we do. It is the foundation for how we serve our clients and develop as a team and as individuals. Our culture is a live mixture of being extremely goal-oriented and completely humane at the same time.

We don’t believe in manuals or hierachies. Our systems and processes, traditions and rituals, even the way we communicate with each other, reflect our value-based Cultural Cornerstones.

Collaborating to build a better tomorrow is deeply embedded in our cultural dna. We want to believe we deliver value to the society through our active Pro Bono work. We believe it is our privilege to give back.

We create our culture together. You’re welcome to explore it yourself.

Start with Why

We have a clear purpose of delivering value to the society through our experience and expertise. We want to be the best law firm partner for demanding corporate clients and the best place to work for talented professionals. Today we are proud to be ranked in the TOP 5 of the best workplaces in Finland in the 2018 Great Place to Work® Finland survey.

Trust and respect are vital in building a healthy and happy workplace. We invest in fostering deep connections and creating shared experiences through making weekend trips to places such as Chamonix, Lago di Como and Kitzbühel with the whole team.

Big actions and small habits that maintain our laid-back office culture and humane social connections, such as our quite unusual firmwide WhatsApp-group, fuel idea generation and make us feel good about coming to the office every morning. We believe the way our people feel at work is directly linked in the way in which we engage with our clients to deliver service that is above and beyond what’s called for.

Thinking Ahead As a Powerhouse

We have been a leading Finnish law firm for quite some time for a good reason.

Since 1899 we have been engineering landmark transactions, solving major disputes and been there for our clients in times of significant changes, even revolutions. With our sterling reputation for high-end expertise and experience from the defining deals of the decades we have paved the way for an impressive list of clients.

Not everyone can rise to the challenges of the 21st century. With our client-centric Powerhouse method, we can. As a Powerhouse we take a global approach to a case and assemble a mix of specialists with experience from across practice groups and industries to form teams capable of delivering exceptional added value.

Much more than a philosophy to us, Powerhouse is our operative model for thinking ahead and supporting our clients’ objectives and growth. It is the practical embodiment of our Cultural Cornerstones.

Meet the Cornerstones

Passion

Winning teams are made of passion for reaching a common goal. We are passionate about what we do and passionate about letting it show.

For us, passion is ambition for excellence defined. It goes hand in hand with extraordinary client experiences. Insight and innovation, delivered with passion.

Respect

Respect is our key to attuning to our clients and colleagues – and to better collaboration. When we give feedback or challenge a colleague’s view, we do it in the same boat, striving to reach the best possible end-result as a team. We have a shared commitment to help each other grow.

We expect respect in every interaction, both internally and externally. It’s all about being present, showing appreciation through listening and being kind even when things don’t go as planned.

Respect, we believe, is the key to attune to our clients and their wants and needs. It’s not only our insight but also our clients’ insight that matters.

Team Before Individual

Teamwork is only common sense. For us the real thing is this: there’s no “I” in team. We work collaboratively together.

It’s very simple, really. We value teamplaying efforts, such as generous sharing of knowledge, more than individual scores. However, much like the most beautiful star constellations in the Northern sky, legendary winning teams are rarely made without star individuals.

We have enormous respect for our professionals as individuals with their distinctive skills and strengths. But while an individual may be hugely important for a battle, it does take a team to win a complex dispute.

Team Before Individual is embodied in our Powerhouse method. We blend talents for greater insight. Our organisational structure, processes and our compensation model foster collaboration and seek to eliminate any signs of internal competition. We compete against each other only in sports and poker.

When we put the team first, everything else falls into place.

Continuous Development

No-one gets to the top by resting on their heels.

Being agile and attuned to what is happening in the market is an imperative in building a modern law firm. While lawyers become increasingly paired with technology, human ability for creativity and strategic insight will be of greater value than ever before.

Continuous development of our uniquely human skills requires hard work. We see our Powerhouse method as one of our signature ways to foster the development of better lawyers and life-long learning.

Sending our people regularly to leadership trainings at Harvard fosters the development of better leadership. Sending our people regularly to Paphos seminars with philosopher Esa Saarinen fosters the development of better thinking leading to better life.

Being the best place to develop, both professionally and as an individual, is our promise that we take very seriously. We believe our people, our clients and the society deserve no less.

Common Goal

Our common goal is to make our clients succeed and thrive in the long-term.  

Latest Insights

insight
New Partner Juha Nurminen in D&I’s Transaction Powerhouse
18 Jun 2018 D&I Transaction Powerhouse was strengthened in early January 2018 when M&A, private equity and VC expert Juha Nurminen joined D&I Partnership. Nurminen, known for his people and negotiation skills, was appointed from D&I's own pool of senior talent. Now he's looking forward to engaging himself in the deal-making and in the business development activities of D&I Transaction Powerhouse. Q: Partner-level elevator pitch, please: What is D&I Transaction Powerhouse's value proposition for the client? D&I Transaction Powerhouse takes an integrated approach to transactions including all legal areas that are relevant in the transaction from the client's business point of view. We aim to be a true partner for our clients so that they do not have to worry about the scope of work. We provide the whole package! Q: What keeps you busy right now? I have a few buy-side and sell-side transactions on the table, most of which are cross-border matters. In order to be efficient and hands on, it's important to understand both the client's business angle and also the counterparty's position. To achieve that, it's vital to regularly advise both buyers and sellers in various kinds of transactions. Q: What's your favorite, often overlooked detail in purchase agreements? I'm a big fan of the purchase price mechanisms. The logic and numbers behind purchase price mechanisms are often overlooked by lawyers, especially when such matters are outsourced to financial experts. However, the wording in the mechanism must accurately capture the reasoning of such financial experts in order for parties to avoid any differences of opinion afterwards. It's not a baseball cap – one size may not fit all. Q: What do you respect most in your colleagues? I know that this may sound like a cliché, but my colleagues truly share a passion for law and for helping our clients so that they are able to focus on their businesses without worrying about legal matters. I am 100% sure we have the most inspiring and enthusiastic team on the Helsinki law scene! I think part of it comes from the fact that we actually enjoy each other's company - and good coffee! Our 4th floor common kitchen is the best place to start every morning! Q: The best career advice you ever got? Lawyers have two ears and only one mouth. They should be used proportionally. As Stephen R. Convey summarized in his bestselling book – seek first to understand, then to be understood. Q: If you could time travel to either direction, which year and which place would you travel and why? Paris in the golden age -- that is to say at the turn of the 19th and 20th centuries – would be fascinating. But I guess I would travel to year 1899 and stay at Esplanade, Helsinki. I would look for two young talented lawyers and advise them to give a slightly shorter name for their brand-new law firm, perhaps, just a succinct D&I. Q: Share a D&I culture secret? The secret behind our culture is that we are team-players, both literally and figuratively. We relentlessly support each other to be at the top of their own game every day. Every solo performance is always a piece of a bigger puzzle.
insight
Servant Leadership with Low Organisational Structures
22 May 2018 Our Managing Partner, Anders Carlberg, was interviewed in the Finnish Bar Association's ADVOKAATTI Magazine 2/2018 in an article "Servant Leadership – to Lead Others You Must Serve Others". Below is a translated excerpt of the article. In the 2018 Great Place to Work® Finland Survey D&I landed the fourth place of all medium sized firms. The Managing Partner, Anders Carlberg, is proud of the achievement. "It is a big deal for us. Everything begins from a business culture in which we guide people towards a common goal. Top-down commanding does not work. We strive to introduce some of the best practices of various fields to our operations. We follow the example of successful companies, such as software houses. Above all else, practicing law is a team effort. Furthermore, the nature of the work resembles the work of software houses to a great extent", Carlberg notes. According to him, leadership is a combination of listening, dialog, communication and explaining your actions and opinions. Leading professionals is more of a sparring experience and more inspiring than commanding. “Hierarcy hinders learning. Better results are achieved with low organisation structures for they enable people to use all of their resources.” "We believe, that leadership is not based on rank. For example, I can be a part of a team led by someone else." Carlberg has worked for Dittmar & Indrenius for 20 years and witnessed the changing of the field. Before law firms were highly hierarchical, chain-like or pyramidal organisations. Today, law firms resemble more closely an ameba, which can adapt itself in accordance with each situation. "We do not have strict manager-employee relationships. Instead, we work in ever changing teams that are combined of people with necessary skills and interests." "It has been studied that hierarchy hinders learning. Better results are achieved with low organisation structures, for they enable people to use all of their resources. Our task is to offer and create arenas in which experts of various field can exchange their thoughts." Carlberg points out, that sometimes it can feel like commanding is the fastest way to get a person from A to B, but this is not the case. "It is my job to get people excited about their work and to encourage them to operate in a self-directed and appropriate manner. It is always rewarding when this happens." According to Carlberg, leading should be seen as a service occupation. One way of leading does not suit for all. For example, a 24-year-old novice needs to be lead in a different way than a veteran who has worked for years in the company. "A leader’s job is to remove obstacles and facilitate working." Self-management is also an essential skill in an autonomous working environment. Everyone should be able to lead and manage their own work. Leading and leadership has been developed at Dittmar & Indrenius by offering various expert viewpoints of leading. "Our common ways of thinking and leading have been built through conversations. Individuals have also attended Harvard’s leadership courses and trainings." "In order to become a great leader, one must have self-awareness, humility and a willingness to explore the outside world and different ways of leading", Carlberg lists. His own leadership style is constantly evolving. "I aspire to be a facilitator. Others can evaluate if I have succeeded."

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