This document discusses responsive leadership and the need for a more holistic and networked organizational approach. It advocates for focusing on purpose, culture, innovation and responsiveness rather than strict planning and control. The document presents characteristics of responsive organizations like emphasis on purpose, relationships over skills, smaller project teams, empowered employees, listening to feedback, and focusing on quality over quantity. It argues leaders should ensure purpose, challenge assumptions, value collaboration, focus on roles and networks, and model strong emotional intelligence when navigating uncertainty.

1. Responsive Leadership
Handout
30-Aug-2016
Erik Korsvik Østergaard, Partner, Bloch&Østergaard
Going to work should be nice, great, and awesome!

2. Erik Korsvik Østergaard
Master of Science in Chaos theory
Jazz pianist
Guest lecturer on CBS
Prev. Novo Nordisk and DONG Energy
Leadership advisor
erik@blochoestergaard.dk
Bloch&Østergaard ApS

3. The 30 second summary

4. Holism
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5. Future
of Work
Purpose
and
direction
Organizing
Culture
Innovation
Leadership
5
A holistic approach

6. A new approach is needed
More
• People and culture
• Experimentation
• Complex thinking
• Exception-based work
Less
• HR
• Planning
• Simplistic packaging
• Job and task orientation
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Business
CEO
”CPCO”
COO
CIO
CFO
“CUXO”

7. Don’t compete on
SKILLS
and
PRICE
(Red Ocean)
Focus on
EFFECT
and
RELATIONS
(Blue Ocean)
New rules of the game

8. What value are you delivering?
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Functional
Saves time
Simplifies
Makes money
Reduces risk
Organizes
Integrates
Connects
Reduces effort
Avoids hassles
Reduces cost
Ensures quality
Provides variety
Has sensory appeal
Informs
Provides access
Emotional
Reduces anxiety
Provides safety and trust
Ensues loyalty
Acknowledges me
Is nostalgic
Is aesthetic
Has badge value
Provides wellness
Has therapeutic value
Is fun/entertaining
Is attractive
Creates exitement
Connects people
Life
changing
Provides hope
Enables self-actualization
Motivates and engages
Creates a heirloom
Creates affiliation and
belonging
Social
Impact
Solves global
challenges
Ensures social
responsibility
Ensures
sustainability

9. Responsiveness
2

10. 10
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

11. Evidence: 10 characteristics of responsive organizations
Purpose and
meaningfulness
Relations
beat skills
Larger
line teams
Smaller
project teams
Everyone is a
leader
Followership
supports
leadership
Step down
from the
Ivory Tower
Listen,
then decide
Intense
sprints
Not more,
but better
Source: +10 clients that we’ve helped in the last few years

12. The responsive, networked organization
Do you want effective silos
or responsive networks?
Or both?

13. Design principles of
adaptable organisations
What should you focus on?
Source: Gary Hamel et al.:
“Hackathon Report - Management
Innovation eXchange”
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14. The role and behavior
of a leader
3

15. 15
Volatile Uncertain Complex Ambiguous
The world is VUCA
We need experiments – we need entrepreneurs

16. Coaching and
mentoring
Being strategic
as an
entrepreneur
White space
management
The role of the leader

17. Behaviour of a leader
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Ensures
purpose
Challenges
status quo
Ensures
delegation
Values
collaboration
Focuses on
roles and
network
Measures
the right
things
Is a role model
on emotional
intelligence
Thrives with
uncertainty

18. Summary

19. The 30 second summary

20. Bloch&Østergaard
Because going to work should be nice, great, and awesome
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