anders.finne@leaderlens.eu
Better leadership decisions. Backed by evidence.
We help organizations understand, assess and develop leadership, combining decades of experience, extensive leadership data and research-driven insights.
What we do
Leadership decisions are rarely just about the individual.
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Assess leadership
Understand capability, strengths, risks and potential when a leadership decision matters.
Explore: assess leadership -
Understand culture
See how things actually get done, and which behaviours need to change to support the direction of the business.
Explore: understand culture -
Turn strategy into organization
Translate a strategy or new operating model into the organization and leadership capabilities needed to execute it.
Explore: turn strategy into organization
Go beyond the score.
A LeaderLens assessment combines several sources of evidence into one integrated picture of the leader: what they do well, where risks or tensions exist, and what the situation requires. It ends with what should happen next, not just a profile.
How things actually get done.
Culture shows in the recurring behaviours, choices and responses that become normal over time: how decisions are made, how people collaborate, how responsibility is taken and how change is approached. It shapes how strategy turns into everyday action.
There is no universally good culture. We help you understand the culture you have, in relation to what the organization is trying to achieve, and which behaviours need to change to get there.
Culture can be observed, but not directly.
What you can see and hear: decisions, routines, symbols and language.
What the organization says it values: strategy, goals and guiding principles.
What is taken for granted. The deeper we go, the less visible culture becomes.
Culture development is not a one-off exercise. It is a continuous process of understanding, acting, measuring and learning.
- Understand
Establish the current culture and the behavioural baseline.
- Focus
Identify what should be preserved, strengthened or changed.
- Act
Change the relevant leadership behaviours and organizational levers.
- Measure
Track whether the targeted behaviours actually change.
Then back to understanding, with new evidence.
Is the organization ready to deliver the strategy?
A new strategy or target operating model sets the direction. Whether it works depends on the organization and the leadership that must carry it out. We examine structure and leadership capability together, for a fact-based view of readiness.
- Target operating modelDefines how the organization intends to operate.
- OrganizationCreates the structural conditions for execution.
- LeadershipProvides the leadership capability execution requires.
- ExecutionTurns the model into business performance.
Leadership capability
- DefineTranslate the operating model into the leadership capabilities and behaviours it requires.
- AssessBuild a fact-based view of individual and collective strengths, gaps and development needs.
- DevelopStrengthen leadership capability where needed, with targeted priorities.
Organizational structure
- DefineTranslate the operating model into structural requirements.
- AnalyzeMap layers, spans of control, reporting lines and resources against those requirements.
- AlignIdentify structural gaps and the actions that close them.
From assumptions about readiness to a fact-based view of what is in place, what is missing and what needs action.
Cases
Leadership questions become business questions.
International experience across organizations, industries and markets
A new organizational model required new leadership capability.
- Situation
- A global initiative aimed to streamline the organization and strengthen leadership across regions and business units.
- What we did
- Organizational analysis, span of control analysis and leadership assessments.
- Outcome
- A new organizational design and leadership development program, strengthening organizational effectiveness and cross-regional collaboration.
Better leadership decisions across portfolio companies.
- Situation
- A recurring need for independent insight into executives and senior appointments.
- What we did
- Executive assessments, second opinions and leadership due diligence.
- Outcome
- Leadership assessment became part of the investor's value-creation and leadership decision process.
Turning leadership ambition into a global program.
- Situation
- Top management wanted to strengthen leadership and culture across a global organization.
- What we did
- Leadership assessment, development and internal assessor capability.
- Outcome
- A global leadership program giving hundreds of leaders structured insight into their leadership and development priorities.
Leadership intelligence
From leadership assessment to leadership intelligence.
The question behind everything we doWhat leadership, in what context, creates what results?
LeaderLens brings together three capabilities that are usually separate. Consulting helps us understand, software helps us structure and data helps us learn, so leadership becomes more observable, comparable and evidence-driven.
30,000+ structured observations
Most leadership assessments serve one decision and are then filed away. We are building an evidence and technology layer that keeps each observation, its source and its context, so insight accumulates across leaders, organizations and situations.
- Information
- Professional judgement
- Models
- Structured evidence
- Intelligence
One leader creates insight.Many leaders reveal patterns.Patterns create intelligence.
Alongside our client work, a proposed doctoral research programme tests what accumulated assessment evidence can legitimately show. It is built as four connected studies.
- RepresentWhat is the evidence, and what can legitimately be connected?
- TransformCan assessment material become that evidence, reliably and at scale?
- DiscoverWhat patterns appear when the evidence accumulates?
- Contextualize and validateHow do leadership relationships change across contexts and outcomes?
“We don’t need a leadership theory to be right. We need our evidence system to be capable of finding out.”
Our people
Built around expertise.
LeaderLens operates through a trusted network of experienced consultants and specialists, bringing together the right expertise for each client and assignment.
Our network is built on long-standing professional relationships. Many of us have worked together for more than a decade, across industries, countries and organizations. We know each other’s strengths and what it takes to deliver results.
Instead of maintaining a large, fixed consulting organization, we build each team around the needs of the assignment. Clients get direct access to senior expertise, without unnecessary layers or overhead.
We share a commitment to rigorous methods, evidence-based insight and high-quality delivery. LeaderLens provides the common approach, tools and resources, and takes overall responsibility for every assignment.
The right expertise for the right challenge. Senior people, doing the work.
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Anders Finne is a Founding Partner and CEO of LeaderLens, with over two decades of experience advising organizations and senior leaders across industries and international markets.
His work focuses on leadership effectiveness, executive assessment and organizational performance, combining strategic advisory with data-driven insights. Through LeaderLens, he is developing a new approach to understanding how leadership, organizational context and business outcomes are connected, bringing together consulting expertise, technology and research.
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Daniel Kjellsson is Director-General of the Future Talent Council, and a Founding partner of LeaderLens. He works internationally with business leaders, governments and universities to shape the future of talent, learning and work.
His expertise spans global talent strategy, lifelong learning and the impact of technological and organizational change on leadership and workforce development. He brings an international perspective on how organizations can build the capabilities needed to succeed in a rapidly changing world.
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Heikki Järvensivu is a senior executive advisor with extensive experience supporting CEOs, executive teams and private equity investors in business transformation, leadership development and organizational change.
Having worked across Finland and Sweden for several decades, he brings deep expertise in strengthening leadership teams, navigating complex business challenges and driving strategic and operational improvements. His approach combines senior-level strategic insight with a strong focus on execution and business results.
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Mia Aspegren is a senior leadership psychologist and executive advisor with nearly three decades of experience in leadership assessment, executive development and organizational transformation.
Having held senior executive and advisory roles across consulting and corporate organizations, she combines deep expertise in organizational psychology with practical business leadership experience. Her work focuses on strengthening leadership effectiveness, developing high-performing executive teams and supporting organizational change. She also serves as a board professional and advisor to private equity-backed businesses.
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Carl-Stephan Orth is a senior business advisor with extensive international experience in operational transformation, performance improvement and leadership effectiveness.
His expertise focuses on strengthening frontline and operational management, translating strategic objectives into measurable results and improving organizational execution. Working alongside CEOs and senior executives, he combines hands-on leadership development with structured performance improvement initiatives, helping organizations achieve sustainable operational and financial results.
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Mårten Eklund is an experienced leadership advisor, assessor and executive coach with over 25 years of experience in leadership development, organizational change and business performance.
He specializes in designing and facilitating tailored business simulations that help leaders understand strategic challenges, strengthen decision-making and translate business objectives into practical action. Combining leadership assessment, coaching and experiential learning, he helps executives and management teams develop their capabilities and improve organizational performance.
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Fredrik Hoël is an experienced executive coach and leadership development advisor with a strong background in business management, organizational development and performance improvement.
Having held senior commercial and consulting roles in international organizations, he combines practical business leadership experience with expertise in coaching, employee engagement and organizational culture. He also trains and develops professional business coaches through accredited certification programs. His work focuses on translating leadership insights into meaningful behavioral change, stronger engagement and measurable business results.
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Henric Magnusson has been a licensed psychologist since 2005 and is a leadership advisor with more than a decade as Head of HR and HR Director, including membership of executive management teams. Combining applied psychology with practical management experience, he specializes in evidence-based leadership assessment and development, psychometrics and organizational evaluation. His work includes executive coaching, assessment centers and business simulations, with a focus on understanding leadership capabilities and translating psychological insights into effective organizational practices.
Talk to us
What does your organization need to understand?
Every situation is different. Tell us what you are trying to achieve, or what you are trying to understand.
Talk to us
What does your organization need to understand?
Every situation is different. Tell us what you are trying to achieve, or what you are trying to understand.