Move from reacting to geopolitical shocks to shaping strategic outcomes

We recommend selecting 2-5 relevant participants from the leadership team or core functions, ideally those who will be directly involved in shaping strategy and driving implementation afterward. A strong feature of the programme is that participants are able to suggest peers, which helps build the right cohort and a diverse view, and ensures the people best positioned to act on the insights are in the room.

The key idea is to build new capabilities and competences, so that your company has a systemic platform and inhouse human capabilities to continuously evaluate and act on geoeconomic triggers that are relevant for you, your supply chains, and your strategic partners.

This establishes a core team that has the competence to see long-term, and the ability to act short-term, both in terms of risk and new market opportunities. This is done by looking at the full organisational value chain starting from company strategy generation ending in how you serve and communicate with your customers. They key here is that the process is integrated and consistent end-to-end, including the whole ecosystem.

The modules also offer new frameworks, tools and a platform, including time for workshopping.

Both. While risk identification is part of the work, the programme equally creates the opportunity to identify new openings in a changing world.

For example, how to build resilience in supply chains and where shifting conditions create competitive advantage rather than only exposure.

By the end, your company will have:

1. A company-specific geoeconomic diagnosis (done before the programme even starts) so you know your actual exposure profile, not a generic one.

2. A clear baseline and target position, where your company stands today on geoeconomic risk and where it needs to be.

3. A management-approved roadmap combining quick wins and long-term initiatives, meaning it's ready to feed into the next strategy cycle, not a workshop deck that dies in a drawer.

4. Concrete inputs into corporate strategy, risk governance, and the operating model, the three places these decisions actually have to land.

Plus the participants individually walk away with a shared vocabulary to lead board-level conversations on this, as well as a peer network across 5–7 of internationally active Finnish companies, which itself becomes an ongoing benchmarking resource.

The most important outcome is that participants understand which new capabilities and what kind of organisational setup is required to address the identified risks and opportunities, and to put the roadmap into practice.

The programme clearly separates between a) company-specific diagnosis (confidential, not to be shared with other participants) and b) multi-company modules (peer exchange without no requirement to disclose company-specific or sensitive information).

Peer exchange occurs at the level of strategy in form of shared frameworks and forward-looking scenarios, not data. All participating organisations will be learning from each other and benchmarking behind an NDA and Chatham House Rule.

Throughout the years,Hanken & SSE has successfully worked with tens of Finnish companies on several strategic multi-company programmes  following the same principle. We believe in peer-to-peer learning, bechmarking, and having a network for life.