Last week, Katja gave a guest lecture on strategic financial management to first-year business students at the University of Vaasa. The lecture explored how a strategic perspective changes the questions we ask in financial management. An investment, for example, is not only about expected returns, but about how it supports strategy – and what opportunities, […]
Strategic financial management at the University of vaasa Read More »
By Katja Kolehmainen, CEO & Co-Founder, Grip Strategy A company’s management system has a profound impact on its competitiveness. At its best, it focuses management attention on what matters strategically, supports better decision-making and helps turn strategy into action. At its worst, it can make strategy execution more difficult – or even prevent the organization from recognizing
Your management system can enable strategy – or get in its way Read More »
In our recent client work, one question has emerged repeatedly in the context of strategy updates: how strong is your organisation’s capacity to achieve the strategic objectives it has set? The question spans both strategy and the organisation responsible for delivering it. It requires examining the strategic objectives and the assumptions on which they are
Does Your Organisation Have the Capacity to Achieve Its Strategic Objectives? Read More »
Throughout the spring, Katja had the opportunity to contribute to several university courses and executive education programmes at Aalto University, the University of Vaasa and the Executive Internationalisation Programme (Ylimmän Johdon Kansainvälistymisohjelma, YJK). The sessions explored topics including strategic foresight, strategic investment decision-making and strategic performance measurement, bringing together master’s students, executives and board members
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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
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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