The real questions are
beyond the known answers.

Strategy rarely stalls for lack of analysis. It stalls at the edge of what the organisation already knows how to see.

That edge is The Open. We help leadership teams enter it, challenging the assumptions that slow growth, using imagination to find what analysis alone cannot, and turning a new direction into everyday work.

You should call us when…

Growth needs a new engine.

Familiar solutions keep producing familiar results.

The rules are changing.

AI, an acquisition or a shifting market is challenging old assumptions.

The way forward isn’t obvious.

An important decision needs to be made, and nothing new is available to choose from.

Success can become a constraint.

What got you here may be narrowing what you can see from here.

See how that work looks in practice

The method

The Open, entered on purpose.

We call the territory beyond what an organisation already knows how to see The Open. It is where the decisions that change a company are actually made, and where habitual thinking, however well-informed, stops producing a next move. A company starts becoming something new when leadership is willing to enter The Open.

Enter The Open and challenge the frame, return with what could become possible, and land it as choices and action. Composed from structured writing and reflection, AI as a thinking partner, and embodied and experiential work.

How the work is done

Selected work

All work

Ten years of decisions and directions the standard process would not have produced.

Case Encore

Finding new growth

How could Encore build new growth when both its market and the rules of the industry were changing?

Case Walki

Choosing what to compete on

What should Walki compete on beyond its technical capabilities?

Case Harvia

When growth creates complexity

How could Harvia reduce complexity without losing the responsiveness that had helped make it successful?

Some of our clients

We help leadership teams surface what numbers miss: cultural friction, misaligned assumptions and strategic blind spots that quietly shape outcomes.

The founders

Founded and led by Ia Adlercreutz, Professor of Practice at Aalto ARTS with two decades of brand, strategy and governance work for Nordic incumbents, and Mikko-Pekka Hanski, co-founder of Idean (acquired by Capgemini) and an active chair and investor across Nordic boards.

People