Work
A curated selection of our work, illustrating how we help executives and leadership teams interpret future, shape strategy and build alignment and structures.
Bold thinking to clear strategy
Our selected work illustrates how we address complex strategic challenges. Each example highlights our experince when building clarity, alignment, and commitment — and how this supports strategy work and helps execution. These examples draw on client engagements and individual advisory and leadership experience.
case 1
Executive Incentive System Design for KCL
Strategy / Leadership
- strategic alignment of executive incentives
- clear leadership focus across business areas
- strong executive and board support
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 by building a shared understanding of the company’s strategic goals together with the CEO, clarifying how these translate into priorities across different business areas. This was followed by individual discussions with each executive team member on strategic objectives, the means required to achieve them, and incentive approaches that best support their leadership role. The insights were synthesised and discussed with the CEO and the Chair of the Board, followed by further discussions and a deepening workshop with executive team members. Based on this, a clear and concrete proposal for the incentive system was developed.
The outcome was a well-aligned incentive system that reflects both company-level and business-area-specific strategic goals, supports focused execution, and is strongly supported by the executive team and the board.
“Grip Strategy was selected as our partner because of their strong strategic perspective and ability to build a shared understanding across the leadership team. The result was a well-aligned incentive system that both the executive team and the board are very satisfied with.”
— Marko Lauraeus, CEO, KCL
case 2
Growth, Internationalisation and M&A Competence Development
Strategy / Leadership
- strategic growth and internationalisation
- leadership and capability building
- M&A integration and execution
Katja worked with a rapidly growing and internationalising company to support its strategic growth agenda and strengthen the competences required to execute it in practice.
The collaboration began with the development of a growth and internationalisation strategy together with the company’s international executive team. Building on this, Katja supported the leadership team in identifying the strategic competences critical to executing the strategy, as well as areas where further competence development was particularly essential. This work resulted in a clear and focused plan for developing competences aligned with the company’s strategic direction.
In a subsequent engagement, Katja supported the strengthening of the company’s M&A competence, with a particular focus on M&A integration. She helped senior management and international teams build a shared understanding of the critical elements of effective integration across key functional areas, including finance, logistics, IT, HR, and communications, providing a clear and practical structure to support execution in complex, cross-border contexts.
The projects delivered tangible impact. The company has internationalized significantly, the M&A playbook has been actively used in practice, and the organization’s M&A competence has strengthened markedly.
case 3
Foresight-Driven Strategy Renewal and Performance Enhancement
Strategy / Leadership
- foresight-driven strategy renewal
- productivity enhancement
- forward-looking, strategy-aligned financial management
Katja worked with a large public-sector organization across several consecutive projects to support long-term strategic renewal and performance enhancement in a complex operating environment.
The work began with the development of a shared future outlook to inform strategy renewal. Key drivers of change in the operating environment were identified and analyzed, covering both broader macro-level developments and sector-specific dynamics. This work created a shared understanding of the future context in which strategic choices would be made and helped frame key questions guiding the subsequent strategy work.
Building on this foundation, Katja supported the renewal of the organization’s strategy through a broad and participatory strategy process. A central focus was building shared understanding and alignment across the board, executive team, middle management, personnel, and key stakeholders. Through structured dialogue and iterative workshops, a common direction, strategic objectives, focus areas, related measures, and a renewed value base were agreed.
In a subsequent project, Katja supported the development of productivity as an essential enabler of strategy execution. The work covered the organisation broadly and brought together perspectives from across functions to identify concrete opportunities for improving performance. Through structured discussion and synthesis, the work resulted in a clear, consolidated view of practical actions through which productivity could be strengthened
The final project focused on elevating financial management practices to better support leadership and strategic governance. Financial management was developed to become more forward-looking and proactive, providing stronger support for decision-making and more effective monitoring of strategy implementation
The strategy has since been successfully implemented. Key strategic objectives have been achieved, and the organization’s overall capability to execute strategy, navigate change, and support informed decision-making has strengthened significantly.
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