Strategic optionality - navigating unruly times

 

Balancing Today’s Operations with Tomorrow’s Growth

Henrik Lau, founder of Oculis ApS, helps executive teams navigate the balance between operational excellence and long-term growth. With a track record spanning corporates, start-ups, scale-ups, and family-owned businesses, Henrik supports leaders in making real improvements — not just strategies, but outcomes.

Henrik brings clarity to complexity. He helps leadership teams frame challenges, build structured solutions, and drive execution — from vision to impact. His focus areas include digital transformation, AI, and unlocking new strategic growth opportunities across industries.

A trusted partner to C-suite leaders, Henrik is known for his collaborative mindset, practical approach, and ability to engage stakeholders at every level — from the boardroom to frontline teams. He facilitates high-impact workshops and strategic sessions, and frequently speaks on innovation, leadership, and digital transformation.

If you're looking to shape the future while strengthening the present, Henrik Lau brings the insight and momentum to make it happen.

 

Strategic portfolio balance

Every leadership team need to find its own optimal balance between the 4 elements listed below. 

• Protect & Extend: Current Business, is your operation, paying the "salary" generating the profit to develop the company - requiring most attention and investment. Focus is efficiency
• Leverage, Build & Develop/Transform: Future business, enabling the company's longterm sustained  success - effort and level of invest varies with type of industry. Focus is small investment, fail fast and progress

Challenges 

Some of the challenges I successfully have solved when working collaborative with leadership teams and organisations. From early discussion on what's the real problem, challenge, collaborating to progress into actional initiatives: 

	Need new inspiration or fast forward existing initiative
Solve specific challenges, educated organisation, run experiments for forward innovative activities Typically 5 days sprint with dedicated stakeholders
	Stuck with or looking for high risk, high impact initiative(s)
Facing a specific challenges, seeing an unserved niche, needing to differentiate from other players Intensive 8 days innovation cell, focusing on solving challenge, from scope to “bill of material
	Not sure which way to go, next innovations, need solid new optional paths
Need adjacent or transformative growth option, unclear where they could come from Select team process: Build foundation of new options, 2-3 months of work
	Holistic overview of current strategic portfolio
Understand balance of sustaining and transformative products and initiatives Various options to gain better understanding and alignment
	Strategic direction unclear, needs to be revised, updated
Develop, align and agree strategic aspirations + direction Strategy process typciall with leadership team; 3-4 months of work within a leadership team (not full time)

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Collaborative approach

Typicall I work with customers following the process illustrated below, including a range of tool and frameworks using throughout the proven process.

 

 

 

 

 

Contact   Henrik Lau ☎ +45 2971 9811 📧 henrik@oculis.dk   linkedin.com/in/henriklau