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 »
Much has been written about the increasing volatility and complexity of the business environment — and for good reason. They make strategic work more demanding. Whether the challenge stems from volatility, uncertainty or deeper structural complexity, the implication is the same: good strategy depends on clear, disciplined thinking. It requires judgement, focus and the ability to make
Good Strategy Is Rare — Because Clear Thinking Is Hard Read More »
Much of today’s strategic discussion is framed around uncertainty. Geopolitics, supply chain disruptions, trade tensions and regulation are often treated as volatile forces that make long-term planning increasingly difficult. Yet this framing misses something important. While short-term developments are hard to predict, the broader direction of change is becoming clearer. Economic activity is increasingly shaped
Strategy at the Intersection of Markets and States Read More »
This book addresses a fundamental question: Why is so much strategy ineffective, and what distinguishes good strategy from bad strategy? Rumelt argues that bad strategy is not the absence of strategy, but the presence of superficial substitutes for it—such as vague ambitions, buzzwords, growth targets, and overly complex frameworks that avoid hard choices. According to the
Rumelt: What is the difference between good and bad strategy and why it matters? Read More »
This article addresses a fundamental question: Why do some leaders consistently discover better strategies, even when facing similar information and constraints? The article claims that strategic success depends not only on choosing better actions, but on how leaders mentally frame the strategy problem in the first place. Managers’ mental representations determine which alternatives they see as
Csaszar & Levinthal: Why Do Some Leaders Discover Better Strategies Than Others? Read More »
This article addresses a fundamental question: What makes a question strategic? The article claims that decisions become more strategic due to their interdependence with other decisions along three dimensions: interdependence across decisions occurring within the same time period, interdependence with decisions of other actors, and intertemporal interdependence of decisions. The article draws attention to the
Leiblein, Reuer and Zenger: What makes a question strategic? 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