[ client cases ]
Co-creating thriving organisations
and futures
We are privileged to work with leaders who emphasise purpose, people, and continuous renewal. From global industry pioneers to Nordic innovators, our clients share a willingness to step beyond business as usual — creating conditions where business, people, and ecosystems thrive together.
[ featured client case ]
Facilitating the Strategic Renewal of Duni Group
Duni Group is today one of the leading creators of sustainable and innovative concepts for the set table, take-away and food packaging. It has come a long way during its more than 70 years in business.
The Challenge
At yet a devastating wave of the pandemic (beginning of 2021) — which had an extremely negative effect on the restaurant and hospitality industry across Europe — Duni Group made the bold choice to review and renew its strategic direction rather than retreat.
Approach
Already partnering with Elisabet Lagerstedt at Future Navigators over many years, the CEO, the EVP Strategy, the board, and the leadership team – together with an enlarged team of 20 internal collaborators – embarked on a strategy project that would transform and redefine the company’s purpose and direction – from a focus on single-use toward sustainability leadership and circularity. Watch the video to learn more about the process, which was designed and facilitated by Elisabet Lagerstedt in close collaboration with the former Duni Group EVP Strategy, Marielle Noble.
The Outcome
The outcome was an aspirational, transformative strategy aiming to design the ultimate food and dining experience for today and for generations to come, to become the industry’s trusted sustainability leader and drive the move toward circular solutions.
This transformative strategy has been executed with excellence. In 2025, TIME Magazine included Duni Group on its “World’s Best Companies in Sustainable Growth” list, ranked #190 of 500 globally (TIME, 2025). This recognition placed Duni Group among the world’s top companies, combining financial growth with sustainability performance. As CFO Magnus Carlsson commented: “This demonstrates that financial growth and leading-edge sustainable development are not mutually exclusive, but rather mutually reinforcing.”
Explore more cases
In this section, you are invited to explore a few cases from different industries and contexts. All sharing the challenge of navigating a VUCA world.
Case list
[ client case ]
Co-creating a Future-Fit Group, Strategy and Leadership Team
Evolving from decades of entrepreneurial success, this group today unites several independent companies under a shared purpose across Europe.
The Challenge
By 2023, this company had grown into a complex, family-led organisation with multiple strong business areas and an expanding European presence. As it quickly scaled, its governance structure became increasingly blurred, making strategic alignment more difficult. The CEO, who had succeeded his father a few years back, sought to keep what made the group unique, renew the strategy process and strengthen both structure and direction for the future.
Approach
Future Navigators was invited to design and facilitate a comprehensive strategy development process to engage the group’s leadership teams, create strategic coherence, and build a foundation for long-term sustainable growth. This evolved into a transformational strategy and leadership development journey spanning over 1,5 years. An important part was the transformative executive coaching and continous developmental dialogue with the CEO.
The Outcome
The result of this evolutionary process was a renewed foundation for growth and alignment. The process provided purpose, clarity, leadership alignment, and a stronger governance structure. It also united the subsidiaries under a shared purpose and a clear overall direction. Also, the CEO’s capacity to lead – and hold space for – inner and outer complexity, change and renewal expanded.
Each subsidiary also gained a clearer purpose and position, a sharper customer focus, and a deeper understanding of its contribution to the group’s overall ambition.
In short, the group and its subsidiaries positioned themselves for sustainable, purpose-led growth in the decade ahead.
[ client case ]
Evolving Strategy and Leadership for Collective Wellbeing
This purpose-driven organisation operates at the intersection of education, wellbeing, and community development. With a mission centered on social impact rather than profit, it supports a diverse population of young people and collaborates closely with a broad network of partners across its regional ecosystem.
The Challenge
The organisation’s strategic lead reached out after encountering one of our books and sought a sparring partner to strengthen both the strategy process and her own leadership approach. Reporting to the CEO and working with the board and leadership team, she was responsible for guiding a strategy renewal that could align the organisation’s social mission with emerging challenges and opportunities. Her goal was to design a more collaborative, adaptive, and impact-oriented approach to strategy.
Approach
What began as strategic advisory evolved into a structured executive coaching and developmental partnership that unfolded over a full year. The work focused on the inner and outer dimensions of transformation — supporting the leader’s own growth while co-designing a strategy process capable of engaging the wider system.
Through regular coaching sessions, reflective dialogues, and joint design work, the process expanded from an organisational focus to an ecosystemic perspective — inviting universities, municipalities, and other stakeholders into the conversation.
The traditional strategy development process was reframed as a collaborative platform, connecting diverse actors and enabling shared ownership of outcomes.
The approach combined purpose-led strategy, systems thinking, and leadership development — aligning insight, organisational purpose, and collective action.
The Outcome
The outcome was a more mature and future-oriented strategic capacity, both individually and organizationally.
The strategic leader grew in her ability to navigate complexity, hold multiple perspectives, and lead collaborative processes with confidence and authenticity. The organisation’s strategy evolved into a model that positioned it as a connector and catalyst for wellbeing across its regional network.
In short, the collaboration became a vivid example of how strategy and leadership development can merge — turning inner growth into outer impact in the service of a greater purpose.
[ client case ]
Becoming a High-Performing Leadership Team
A long-established European company, focused on e-commerce solutions and the seamless integration of design, logistics, and service excellence.
The Challenge
This leadership team was facing challenges in working together – and was clearly not yet a high-performing team. Each leader was highly capable within their own domain, yet decisions were often made in silos, and collaboration was fragmented. The CEO recognised that to deliver on the company’s strategy, the team needed to move from a group of strong individuals toward a unified, high-performing leadership team.
Approach
We designed and facilitated a three-day off-site to help the team reconnect, reflect, and realign around their shared purpose and way of working. The process combined frameworks from neuroscience, vertical leadership development, and team psychology with practical, experiential sessions. Key elements included:
Building trust and psychological safety through a structured and open dialogue in a safe space.
- Exploring individual and shared values using the Barrett Values Assessment.
- Multiple walk & talks to explore and discuss the dynamic before sharing thoughts with the full group.
- Clarifying roles, responsibilities, and decision-making with team-mapping and the DACI framework.
- Working with constructive conflict as a path toward deeper collaboration and learning.
- Co-creating a Leadership Team Charter — a living document outlining purpose, norms, and principles for collaboration.
The Outcome
By the end of the off-site, the team had co-created and signed their Leadership Team Charter, marking a tangible commitment to working as one.
Beyond the document itself, the process helped shift dynamics from individual leadership to collective alignment, building trust, accountability, and shared ownership for the company’s future.
[ client case ]
Leading in a VUCA World
The largest division within a leading North European cooperative, with several subsidiaries and a turnover exceeding 30 billion SEK, operating at the heart of the food system.
The Challenge
In a rapidly shifting and unpredictable business landscape, the division’s leadership team faced the dual challenge of delivering strong short-term results while safeguarding long-term strategic relevance. The organisation wanted to deepen its collective understanding of leadership in times of volatility, uncertainty, complexity, and ambiguity.
Approach
We were invited to the division’s top management meeting to give an inspirational keynote on Leadership in a VUCA World — framing the global context, key megatrends, and the human and systemic dimensions of leadership under pressure. The strong resonance from this session led to extended work with the wider leadership community later that spring, engaging the management teams of six subsidiaries in shared reflection and learning on how to balance short-term execution with long-term renewal.
Through reflective dialogue, practical frameworks, and collective sense-making, participants explored what it means to lead beyond business as usual and what characterises a high-performing leadership team.
The Outcome
The lectures and workshop helped create a shared language and mindset around future-fit leadership. Leaders gained tools to read their ecosystem, regulate stress and uncertainty, and engage their teams in co-creating the future.
The collaboration initiated a deeper reflection within the division on how to align operational excellence with sustainable transformation — moving from “managing the now” to consciously co-creating the future.
[ client case ]
A Strategy Review in Four Co-Creative Sprints
This company is a market leading actor in its category in Sweden, and part of Northern Europe’s market leader in its industry. With a proud heritage of craftsmanship and innovation, the company serves both professional and consumer markets across the Nordics and Europe.
The Challenge
When the new CEO joined the company in December 2024, it quickly became clear that the existing strategy would not deliver on the company’s long-term ambitions. Recognising the need for a revision, he reached out to Elisabet Lagerstedt at Future Navigators to initiate a focused strategy review. He had previously successfully engaged her in two other strategy projects (2016 and 2019) as the CEO of another company.
Approach
In close collaboration with the CEO, Future Navigators designed and facilitated a three-step strategy development journey in short sprints over a four month period — from Strategic Insight to Strategic Choice to Strategic Plan. Everything to help the leadership team get together, slow down and reflect, but ultimately speed up with renewed energy, vitality and focus.
Each sprint included a workshop and homework that the team was responsible for completing till the next workshop.
The CEO, in parallel to these sprints, worked closely with the board to create rapid feedback loops on each sprint, which helped the process move quickly forward with high credibility and trust.
The Outcome
The outcome of this strategic sprint process – where we slowed down to speed up – was clarity on internal challenges, the evolving market dynamics, a higher purpose, a clear vision, strategic direction, strategic plan, and a supporting financial plan — balancing performance, growth and purpose.
It also strengthened leadership coherence and team alignment, laying a solid foundation for continued collaboration, adaptability and growth.
The process also helped the new CEO get gradual board alignment, creating rapid feed back loops. And, ultimately a strong strategy co-created with trust and credibilty.
[ client case ]
A Strategy Review in Four Co-Creative Sprints
This company is a market leading actor in its category in Sweden, and part of Northern Europe’s market leader in its industry. With a proud heritage of craftsmanship and innovation, the company serves both professional and consumer markets across the Nordics and Europe.
The Challenge
When the new CEO joined the company in December 2024, it quickly became clear that the existing strategy would not deliver on the company’s long-term ambitions. Recognising the need for a revision, he reached out to Elisabet Lagerstedt at Future Navigators to initiate a focused strategy review. He had previously successfully engaged her in two other strategy projects (2016 and 2019) as the CEO of another company.
Approach
In close collaboration with the CEO, Future Navigators designed and facilitated a three-step strategy development journey in short sprints over a four month period — from Strategic Insight to Strategic Choice to Strategic Plan. Everything to help the leadership team get together, slow down and reflect, but ultimately speed up with renewed energy, vitality and focus.
Each sprint included a workshop and homework that the team was responsible for completing till the next workshop.
The CEO, in parallel to these sprints, worked closely with the board to create rapid feedback loops on each sprint, which helped the process move quickly forward with high credibility and trust.
The Outcome
The outcome of this strategic sprint process – where we slowed down to speed up – was clarity on internal challenges, the evolving market dynamics, a higher purpose, a clear vision, strategic direction, strategic plan, and a supporting financial plan — balancing performance, growth and purpose.
It also strengthened leadership coherence and team alignment, laying a solid foundation for continued collaboration, adaptability and growth.
The process also helped the new CEO get gradual board alignment, creating rapid feed back loops. And, ultimately a strong strategy co-created with trust and credibilty.