Last Thursday, we hosted a warm and welcoming Friends & Family reception to mark the opening of Grip. We invited close friends and family to thank them for their support and to share the story behind Grip and what we are building together. The evening was filled with lively conversation, laughter, and a genuinely welcoming atmosphere — […]
Grip Friends & Family Reception 29.1.2026 Read More »
Grip’s new website has been opened. Read more about Grip’s people, focus, engagement modes and insight.
grip’s new website opened Read More »
Grip Strategy supported KCL in developing an executive incentive system that aligns leadership incentives with the company’s and its business areas’ strategic objectives. The aim was to create a clear and motivating structure that supports effective leadership of each business area while strengthening overall strategic alignment and commitment within the executive team. The work started
Executive Incentive System Design for KCL Read More »
This article addresses a fundamental question: How can strategic performance measurement systems remain effective in dynamic environments, and how can they support strategic alignment without constraining managerial action? The article claims that traditional, stable performance measurement systems are ill-suited to dynamic contexts. Instead, it argues that strategic performance measurement systems must be designed to be flexible
This article addresses a critical question: How may management control systems (MCS) contribute to organizational inertia and decline? Drawing on a longitudinal case study of Nokia, the article shows that MCS can, indeed, have a critical influence on inertia – the inability to enact internal change in the face of significant external change – and on
This article addresses a fundamental question: What are the limitations of mainstream enterprise risk management (ERM), and how might risk management be reconceived to better address real organizational uncertainty? The article claims that core elements of ERM — especially its mechanical focus on predefined risk appetite and extensive audit trails — reflect an impoverished conception of
Power: The Risk Management of Nothing Read More »