Our worldview is how we make sense of the world. It is our filter in which we see, understand, and comprehend
the world, a set of beliefs that determines our perceptions, thoughts, and actions. The necessity to make sense
of the world through our worldview may cause us to wholly reject ideas and opinions that might conflict and
destabilize our worldview.
Our worldview is borne of our interactions with the world: our experiences, our families, our culture, our spiritual
beliefs, our age (generation), and our education. We need our worldview in order to live confidently and
securely. It determines our relationship to humanity and spirituality, how we determine truth and knowledge,
and it allows us to be a part of a large group of like-minded people in order to form a culture.
We all have a worldview; however, not all of us are conscious of what our worldview is. For this essay, I am
asking you to determine what your worldview is and where did these views come from?
Marimekko strives to optimize their company by expanding their product line, hiring more designers, and potentially growing internationally (Mitchell 11). Marimekko is now in a place of wide-spread success after their downfall during Finland’s recession. Paakkanen reworked this company from the ground up and now finds herself at the head of a successful company. The company has created value through their attention to detail along with ability to recognize incremental opportunities. For example, “Paakkanen boosted the role of the individual designers by giving them profit responsibility on their designs, […] emphasizing the profitability of their designs” (Mitchell 5). Clear roles and value is created when a unit connects practices, processes, and systems with growth objectives. She has done trainings with the designers in the past, maintaining her control over her workers and the company. Marimekko exhibits qualities of a control quadrant company since they have clear roles, they work in a timely fashion, and they have one head manager, Paakkanen (CVA 11). Paakkanen runs the company with the mentality of a red quadrant since she is the coordinator the fabric companies Marimekko works with, she monitors the entire company, and she is the organizer among the designers. Everyone in the company is a diligent worker, since Paakkanen made it clear, “[…] there was one condition: the designs had to be profitable” (Mitchell 6). This gave the designers a sense of accountability, which pushed them to have a best-in-class focus. Also, the company has regained their consistency of brand image under Paakkanen’s management style. The company is always improving upon their innovation of designs or the products they produce. Paakkanen also utilizes systems and stable project management, “In managing designers, we have to make the controls to ensure that they are well briefed about what we want. The briefing process is one of the most vital parts of what we do” (Mitchell 8). Marimekko falls into the control quadrant, also known as the optimize quadrant, due to the control of Paakkanen and the work processes in the company>GET ANSWER