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Responsive leadership – a guide
A summary of my public speaks March 2016
Erik Korsvik Østergaard, Partner, Bloch&Østergaard
Going to work should be nice, great, and awesome!
The 30 second summary
So, the world is changing ever faster.
A line of megatrends (including disruptive technology) is driving business forward,
and forcing new behavior into organizations, leaders, and employees.
This requires:
Holism
A new holistic approach to strategy, leadership, and people, with an updated
mindset and skillset for you and your leaders.
Responsiveness Trimming and redefining your organization and culture to respond fast enough.
EntrepreneurshipA redesign of the way you organize work,
constant innovation, internal startups, and a portfolio approach.
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Let’s go through the 3 areas!
Disclaimer: These are my slides from my public speaks, with some minor editing to give them context or “speakers notes”.
!
The world is changing
… and I bet you already know that. Skip the next six slides, if you want. This is just a fast summary.
!
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Volatile Uncertain Complex Ambiguous
The world is VUCA
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40% of Fortune 500 companies will be gone in 10 years
Is someone or something changing your business?
Do you know what problem you are solving?
- Babson School of Business, Washington University
Can you respond to the changes?
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Half of the jobs will be automated
- SCENARIO, Centre for Futures Studies
“Your job; now available from the app store”
Our children’s jobs have yet to be invented
Megatrends
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Purpose + Meaningfulness
Relations + Connectedness
Silver Backs + Millennia
Female Shift in Leadership
Radical Sustainability + Circular Economics
Urbanisation + Globalisation
Technology + Going digital
Holism
in the Future of Work
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11
Speakers notesBeing affected by these megatrends and new demands, you need to think holistically about your organization – you need to look at these five elements at the same time:
• Purpose and direction
• Innovation
• Culture
• Organizing(which is a verb, not a noun)
• Leadership
You need to change the mindset, skillset, and behavior of your leaders to embrace this.
You have to focus on attracting, engaging, and retaining both employees, customers, and the community.
The new leader understands this, and has a holistic view on the business, the organization, the team, and the employees.
Focus on how to create value (VOI), not just profit (ROI)
Purpose, relations and results is what counts – and it creates happiness at work too.
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Future of Work
Purpose and
direction
Organizing
CultureInnovation
Leadership
A holistic approach
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Source: @LeadershipABC, Kenneth Mikkelsen
The many required shifts
Don’t compete on
SKILLSand
PRICE
(Red Ocean)
Focus on
EFFECTand
RELATIONS
(Blue Ocean)
New rules of the game
Behaviour of a leader
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Ensures purpose and meaning (WHY), and that we’re making a
difference
Challenges status quo (both HOW and WHAT)
and encourages the team to do the same
Ensuresdirection and traction
viadialogue and delegation
Values collaboration, innovation, and brainstorming
Avoids titles and hierarchy. Focuses on
roles and network. Relations beat skills
Measuresthe right things
Is a role model on trust, respect, involvement, empowerment, and
emotional intelligence
Thrives with uncertainty and complexity, and
avoids oversimplifications
Responsiveness
in the Future of Work
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Speakers notesYour organization needs to respond, adapt, and be agile.
If not, you will have a limited lifespan in the Future of Work.
The next pages present some approaches for analyzing and designing your organization.
Take a look at the five parameters/sliders for “The Responsive Organization” (see next slide). If you push them all to the left, you’ll be effective. If you push them all to the right, you’ll
be responsive. What mix of parameters do you want?
Similarly for the “Design principles of adaptable organizations” and for the “PUK Leadership Profile”: Use it as a platform for debate: What should you focus on now?
Finally, here’s 10 characteristics of organizations that we work with, that are moving towards a more responsive design.
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Efficiency,more predictable Versus Responsiveness,
less predictable
Profit Purpose
Hierarchies Networks
Controlling Empowering
Planning Experimentation
Privacy Transparency
The Responsive Organization – what mix do you want?Source: responsive.org
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Design principles of adaptable organisationsWhat should you focus on?
Source: Gary Hamel et al.: “Hackathon Report - Management Innovation eXchange”
Evidence: 10 characteristics of responsive organizations
Purpose and meaningfulness
Relationsbeat skills
Largerline teams
Smallerproject teams
Everyone is a leader
Followership supports
leadership
Step down from the
Ivory Tower
Listen, then decide
Intensesprints
Not more,but better
Source: +10 clients that we’ve helped in the last few years
PUK Leadership Profile Red(Wolf pack)
Amber(Army)
Orange(Machine)
Green(Family)
Teal(Living Organism)
Scope:<organisation>
<Area><Number of employees>
Submitted by<name>
dd-MMM-2016
Constant exercise of power to keep foot soldiers in line. Highly reactive. Thrives in chaotic environments• Division of labour• Command authority
Highly formal roles within a hierarchical pyramid. Top-down command and control. Future is a repetition of the past.• Formal roles (stable and scalable hierarchies)• Stable, replicable processes (long-term perspectives)
Goal is to beat competition, achieve profit and growth. Management by objectives. Command and control over what. Freedom over how.• Innovation• Accountability• Meritocracy
Focus on culture and empowerment to boost employee motivation. Stakeholders replace shareholders as primary purpose.• Empowerment• Egalitarian management• Stakeholder mode
Self-management replaces hierarchical pyramid. Organizations are seen as living entities, oriented towards realizing their potential• Self-management• Wholeness• Evolutionary purpose
Purpose + directionVision, Value, Results,
Meaning, Prioritisation, Profit,
Transparency
InnovationChallenging status quo,
Experimentation, Creativity, Technology, Fail fast, No-blame, Entrepreneurship,
Risk management
Culture
Integrity, Intimacy, Relations, Feedback, Dialogue, Listening, Motivation, Dignity, Fairness,
Well-being, Coaching, Passion, Engagement, Drive, Firmness, Caring, Empowerment, Trust,
Involvement, Authenticity, Diversity
Organizing + delivery
Decentralisation, Collaboration, Autonomy,
Mastery, Enabling, Accountability, Commitment,
Choice, Flexibility, Agility, Processes, Getting things done
PUK v1.0Source: Bloch&Østergaard, in collaboration with representatives from the University of Southern Denmark and several large Danish organizations in the finance and engineering industries
The responsive, networked organization
Do you want effective silos or responsive networks?
Or both?
Entrepreneurship
in the Future of Work
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Speakers notesStart thinking of your organization as a portfolio of (small) businesses or start-ups, also called ateam-of-teams.
Give them autonomy, support, and accountability.
Allow them to make mistakes, but ensure validated learning.
This means that being an entrepreneur inside the organization is a career path.
This also means, that your role as leader changes. You’ll see that the team-of-teams approach requires you to act as a coach/mentor, as a portfolio manager, and as internal strategist from time to time.
If you roll out an Agile project approach (which is a great idea), then do also push Agile Leadership into the management meetings.
An innovation-friendly culture and process
Willingness to change the status quo
Engage with customers
Creativity and experimentation
Fail fast.Fail forward.
Demo and feedback
Use it, or throw away? No-blame
Stop. Evaluate.Learn.
Adjust. Repeat.
!
Think ‘organising’ not ‘organisation’
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• Teams group, dissolve, and regroup• Teams establish their own structure• Teams establish values and identity• Teams are organising in an organisation
• Management stays in control• Outer boundaries are kept• Internal flexibility and well-being
The role of the leaderCoaching
and mentoring
• using your emotional intelligence and experience
Being strategic
• thinking as an entrepreneur, working ON “your business”
White space management
• i.e. maneuvering the areas in your organization “where rules are vague, authority is fuzzy, budgets are non-existent, and strategy is unclear”
Pathfinder, domain expert, guide
Career platform in Future Of WorkPeople Project Specialist
Top management
Middle management
Frontline
The old career path: The only way is up.This approach is going to die. The new career platform: Not up, but around
Manager“Get things done”Purpose: Run the business
Leader“Follow me”Purpose: Grow the business Entrepreneur
“Try this”Purpose: Transform the business
The employee in Future Of Work understands to shift between roles;and wants to be lead that way, on all levels of the organisation:
In frontline, as middle manager, and as top manager you can bea manager, a leader or an entrepreneur of your role
On every level:
Summary
The 30 second summary
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Bloch&Østergaard
Because going to work should be nice, great, and awesome