Future of Leadership – Bloch&Østergaard ApS https://blochoestergaard.com Thu, 10 Mar 2022 07:27:50 +0000 en-US hourly 1 https://wordpress.org/?v=6.8.3 https://i0.wp.com/blochoestergaard.com/wp-content/uploads/2019/01/cropped-logo-transparent-1.1_kvadratisk.png?fit=32%2C32&ssl=1 Future of Leadership – Bloch&Østergaard ApS https://blochoestergaard.com 32 32 234624801 S02E04 – Forandring i fremtidens organisationer https://blochoestergaard.com/s02e04-forandring-i-fremtidens-organisationer/ Thu, 10 Mar 2022 07:27:49 +0000 https://blochoestergaard.com/?p=7934 #top .hr.av-tefy8e-f5421398badce7d9ac442a96b337f747{ margin-top:30px; margin-bottom:30px; } .hr.av-tefy8e-f5421398badce7d9ac442a96b337f747 .hr-inner{ width:300px; border-color:#203445; max-width:45%; } .hr.av-tefy8e-f5421398badce7d9ac442a96b337f747 .av-seperator-icon{ color:#203445; } .hr.av-tefy8e-f5421398badce7d9ac442a96b337f747 .av-seperator-icon.avia-svg-icon svg:first-child{ fill:#203445; stroke:#203445; }

S02E04 – Forandring i fremtidens organisationer

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard, 9. marts 2022

Hvordan ser en fremtidig transformation ud? Gør vi noget nyt eller som vi plejer? Hvordan ser fremtidens organisationer ud og har vi stadig et change team? De spørgsmål og flere kommer vi ind på i denne mini sæsons sidste episode.

Lyt med og bliv inspireret til mulige fremtider.

Dine værter i denne episode

Vi tror på, at glade medarbejdere er gode medarbejdere. Vi vælger derfor vores egne chefer og vores egne arbejdsopgaver. Derfor vil du i Fremtidens Ledelse to-go opleve, at det ikke altid er de samme værter. I denne episode har Puk Duerlund Falkenberg og Erik Korsvik Østergaard været dine værter.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg

Puk Duerlund Falkenberg
Co-Founder and Organizational Designer


Erik Korsvik Østergaard

Erik Korsvik Østergaard
Co-Founder and Futures Thinker


]]> 7934 S02E03 – 8 trin i en planlagt transformation https://blochoestergaard.com/s02e03-8-trin-i-en-planlagt-transformation/ Thu, 10 Mar 2022 07:27:28 +0000 https://blochoestergaard.com/?p=7921 #top .hr.av-169098x-6944cbaf98996a9f62714a4d7c71f6c3{ margin-top:30px; margin-bottom:30px; } .hr.av-169098x-6944cbaf98996a9f62714a4d7c71f6c3 .hr-inner{ width:300px; border-color:#203445; max-width:45%; } .hr.av-169098x-6944cbaf98996a9f62714a4d7c71f6c3 .av-seperator-icon{ color:#203445; } .hr.av-169098x-6944cbaf98996a9f62714a4d7c71f6c3 .av-seperator-icon.avia-svg-icon svg:first-child{ fill:#203445; stroke:#203445; }

S02E03 – 8 trin i en planlagt transformation

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard, 9. marts 2022

I episode 3 dykker vi ned i de 8 trin du skal igennem i store planlagt transformationer. Modellen er en kending og kan findes her. Vi snakker også om hvilke kompetencer der skal til, for at en ledergruppe har succes med denne slags transformationer. Det vigtige er oversættelsen og at have tilbageløb med jævne mellemrum for at spørge: “Are we there yet?”

Lyt med og bliv klogere på de 8 trin i den planlagte transformation.

Dine værter i denne episode

Vi tror på, at glade medarbejdere er gode medarbejdere. Vi vælger derfor vores egne chefer og vores egne arbejdsopgaver. Derfor vil du i Fremtidens Ledelse to-go opleve, at det ikke altid er de samme værter. I denne episode har Puk Duerlund Falkenberg og Erik Korsvik Østergaard været dine værter.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg

Puk Duerlund Falkenberg
Co-Founder and Organizational Designer


Erik Korsvik Østergaard

Erik Korsvik Østergaard
Co-Founder and Futures Thinker


]]> 7921 S02E02 – Minimal Viable Change https://blochoestergaard.com/s02e02-minimal-viable-change/ Thu, 10 Mar 2022 07:27:00 +0000 https://blochoestergaard.com/?p=7909 #top .hr.av-1awrkd1-628ffaf5f775d2b164663e843b8f4c28{ margin-top:30px; margin-bottom:30px; } .hr.av-1awrkd1-628ffaf5f775d2b164663e843b8f4c28 .hr-inner{ width:300px; border-color:#203445; max-width:45%; } .hr.av-1awrkd1-628ffaf5f775d2b164663e843b8f4c28 .av-seperator-icon{ color:#203445; } .hr.av-1awrkd1-628ffaf5f775d2b164663e843b8f4c28 .av-seperator-icon.avia-svg-icon svg:first-child{ fill:#203445; stroke:#203445; }

S02E02 – Minimal Viable Change

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard, 9. marts 2022

Episode 2 i denne sæson handler om Minimal Viable Change, hvor vi lægger ud med at forklare begrebet. Herefter snakker vi om evolutionært forandring, eksperimenter, ‘why plan the big stuff?’ og kobler det tilbage til matrixen omtalt i episode 1 af denne sæson.

Vi dykker også ned i pseudoinvolvering og rammesætning før involvering.

Lyt med og bliv klogere på hvordan du kan bruge minimal viable change i dit forandringsarbejde.

Dine værter i denne episode

Vi tror på, at glade medarbejdere er gode medarbejdere. Vi vælger derfor vores egne chefer og vores egne arbejdsopgaver. Derfor vil du i Fremtidens Ledelse to-go opleve, at det ikke altid er de samme værter. I denne episode har Puk Duerlund Falkenberg og Erik Korsvik Østergaard været dine værter.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg

Puk Duerlund Falkenberg
Co-Founder and Organizational Designer


Erik Korsvik Østergaard

Erik Korsvik Østergaard
Co-Founder and Futures Thinker


]]> 7909 S02E01 – Forandring og forankring https://blochoestergaard.com/s02e01-forandring-og-forankring/ Thu, 10 Mar 2022 07:26:17 +0000 https://blochoestergaard.com/?p=7900 #top .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29{ margin-top:30px; margin-bottom:30px; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .hr-inner{ width:300px; border-color:#203445; max-width:45%; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .av-seperator-icon{ color:#203445; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .av-seperator-icon.avia-svg-icon svg:first-child{ fill:#203445; stroke:#203445; }

S02E01 – Forandring og forankring

Dine værter er Puk Duerlund Falkenberg og Erik Korsvik Østergaard, 9. marts 2022

Sæson 2 start ud med en episode der sætter scenen omkring design principper i forandring. Det handler om forandring og forankring. Vi gennemgår nedenstående model, en 2by2 matrix med en x-akse med prediction og adaption og en y-akse med principper og protokoller.

Lyt med og bliv klogere på hvordan vi mapper forskellige ting i den matrix.


Dine værter i denne episode

Vi tror på, at glade medarbejdere er gode medarbejdere. Vi vælger derfor vores egne chefer og vores egne arbejdsopgaver. Derfor vil du i Fremtidens Ledelse to-go opleve, at det ikke altid er de samme værter. I denne episode har Puk Duerlund Falkenberg og Erik Korsvik Østergaard været dine værter.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg

Puk Duerlund Falkenberg
Co-Founder and Organizational Designer


Erik Korsvik Østergaard

Erik Korsvik Østergaard
Co-Founder and Futures Thinker


]]> 7900 Episode 54: Spørg os om alt https://blochoestergaard.com/episode-54-spoerg-os-om-alt/ Tue, 27 Oct 2020 06:45:56 +0000 https://blochoestergaard.com/?p=7205 #top .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29{ margin-top:30px; margin-bottom:30px; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .hr-inner{ width:300px; border-color:#203445; max-width:45%; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .av-seperator-icon{ color:#203445; } .hr.av-jr3yuxw4-63d1ef057b684eabd6ab09f97b7dce29 .av-seperator-icon.avia-svg-icon svg:first-child{ fill:#203445; stroke:#203445; }

Episode 54: Spørg os om alt

Dine værter er Puk Falkenberg og Erik Korsvik Østergaard. 27. oktober 2020. Photo by Paola Chaaya on Unsplash

 

Vi opfordrede jer til at stille os spørgsmål – og det gjorde I – og TAK!

Her er jeres spørgsmål, som vi besvarer i episoden:

Hvad er der allermest behov for, for at trives i en disruptiv fremtid?

Hvordan kan man i praksis skabe mere menneskelighed på arbejdspladsen?”

Hvilke politikker om nogen bør man have i fremtidens organisation? Arbejdstilsynet forventer for eksempel ved tilsyn, at der findes politikker for mobning og chikane?

Hvordan håndterer man personalesager i en selvledende organisation?

Hvordan kommer man i gang med New Ways of Working, når ens ledelse og herunder topledelse ikke udviser interessent for det? Deres popcorn er givetvis ikke poppet :-) Hvad vil være den bedste måde at introducere det for dem? Hvad skal der til for at fange deres opmærksomhed? Jeg tror ikke det er bevidst at de ikke interesserer/involverer sig i det, da alt deres erfaring og rutiner er fra Old Ways of Working. Hvad kan gnisten der kan tænde bålet være?

Hvordan får man medarbejderne med på en transformation, når de ikke orker mere forandring og travlhed, og bare vil have arbejdsro?

Kan man lave New Ways of Working på tværs af kulturer og lande? Vi er en organisation med kontorer og afdelinger i 6 lande i verden.

Dine værter i denne episode

Podcasten Fremtidens Ledelse To-Go er et con amore projekt og samarbejde mellem nuværende og tidligere partnere i Bloch&Østergaard. Derfor vil det ikke altid være de samme værter, du kommer til at høre. Dine værter i denne episode er Puk Falkenberg og Erik Korsvik Østergaard.

Abonnér på podcasten og få den nyeste episode direkte på din smartphone

Du kan finde Fremtidens Ledelse To-Go i din foretrukne podcast app, på nettet, i Spotify og i iTunes. Du vil samtidig være med til at gøre det sjovere at lave podcast, hvis du hjælper os med at udbrede den. Det kan du gøre ved at rate podcasten i iTunes eller dele den med en kollega. Tak fordi du er med til at skabe fremtidens ledelse.

Har du feedback til episoden?

I hver episode af Fremtidens Ledelse To-Go tager vi fat i et emne indenfor paradigmet omkring fremtidens ledelse. Vi snakker om udfordringerne, mulighederne samt giver dig tips, tricks og begreber, som du kan lade dig inspirere af.

Kontakt os og fortæl hvad du har på hjerte eller start samtalen på Twitter under hashtagget #fremtidensledelse. Vi glæder os til at høre fra dig.

Puk Falkenberg

Puk Falkenberg
Change Agent, Keynote Speaker & Podcast host



Meet Puk

Erik Korsvik Østergaard

Erik Korsvik Østergaard
Founder and Partner, Leadership Advisor, Key Note Speaker, & Author



Meet Erik


Mere relevant læsning




Inspired? Buy the book The Responsive Leader!

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]]> 7205 How to lead an ecosystem https://blochoestergaard.com/how-to-lead-an-ecosystem/ Mon, 25 Nov 2019 08:28:24 +0000 https://blochoestergaard.com/?p=6407 .flex_column.av-uu1p-cf6c1066d0864c6b600a99cc08ec3a81{ border-radius:0px 0px 0px 0px; padding:0px 0px 0px 0px; }

How to lead an ecosystem

By Erik Korsvik Østergaard, 25. November 2019

The term “ecosystem” keeps popping up in the sphere of descriptors for New Ways of Working. “The Power of Ecosystems” was even the theme of the Global Peter Drucker Conference 2019 – and I can clearly see why that word and pattern is emerging: In a networked business world, we need to understand the dynamics of our teams and the interactions between them. This has a superb analogy to the nature of ecosystems.

But, how do you lead an ecosystem?

The emergence of a new leadership paradigm

For at least four decades, the approach to management and leadership has undergone massive development, and a paradigm shift in leadership towards ‘leading people’ has been ongoing.

Now, the modern organization is shifting from a hierarchical structure to a sustainable ecosystem. The modern workplace with its self-managed teams-of-teams has precisely such characteristics: a community of living organisms in conjunction with the non-living components of their environment, interacting as a system. With the birth of the idea of more self-managed or autonomous teams, a new approach to leadership has seen the light of day: we are evolving from ‘leading people’ to ‘leading ecosystems’.

Running a command-and-control hierarchical organization is compared to running a machine, like clockwork with well-oiled gears and cogs. Everything is tailored, designed and fitted together, turning in unison.

Running an ecosystem is a fundamentally different task from running a classical, hierarchical organization. An ecosystem consists of many self-managed parts that flow to and from each other, bump into each other, grow or shrink organically, and are affected by the organizational surroundings and mechanisms. They move independently of each other in what looks like Brownian motion but with direction – autonomously but aligned towards a shared direction and a shared purpose. They collide with each other and move buoyantly in the fluid, they float in.

The analogy to the organizational ecosystem is strong. The teams move because of the interactions with other teams and with the modern organization that they exist in. The better you can design and lead that modern organization, the better you can affect the direction of the teams and your people.

Running an ecosystem is about:

  1. Understanding all the moving parts: both the teams and the people, and the mechanisms that make them move and interact
  2. Maintaining an overview of the health and maturity of the moving parts and the surroundings
  3. Nurturing and growing the parts and oiling the interactions
  4. Infusing energy and nourishment
  5. Removing the garbage, pollution, and unwanted or poisonous elements

What is your role and tasks?

Leading ecosystems focuses on nurturing culture, organizational dynamics and building relationships, such that the employees themselves can get in the driver’s seat for their engagement with and commitment to the projects and customers.

In addition to leading people, modern leaders lead the ecosystem that the people live in.

Leading ecosystems is the task of:

  • Understanding the elements of the dynamic platform that the teams and people live in
  • Identifying how to design and develop the elements, and in what priority
  • Addressing the interfaces between those elements, between teams and between people
  • Constantly fueling and nurturing the dynamic stability of the ecosystem with energy, social capital, positivism, realism, ambition and humanism
  • Ensuring that the ecosystem is sustainable

All this must be done while still having a ‘people first’ approach and an orientation towards the future of work.


Here are your four capabilities and skills, that you must master:

Leading flow: Mastering the art of listening, providing transparency to information and decisions, nurturing proper and genuine dialogue, and creating feedback loops for people and reflection.

Leading interactions: Mastering the white space, enabling and insisting on rhythms, and understanding and growing the networks inside and outside the organization.

Leading cross-boundary problem-solving: Facilitating cross-pollination of skills, domains, people and technologies, including across the organizational perimeter, to create better solutions and solve problems.

Leading organisms, mechanisms and components: Being able to identity and nurture the elements in the ecosystem. Applying situational leadership of teams and components, designing and developing intercompany mechanisms, and ensuring relevant and highly personalized support for the individual employees.

The modern leader is Teal at heart

The modern leader is a polymath – that is, their knowledge spans a significant number of subjects, they draw on complex bodies of knowledge to solve specific problems and they are masters of cross-pollinating those skills.

The modern leader is Teal at heart, is responsive and is a leader of an ecosystem. Modern leadership is deeply rooted in sustainability and connectedness.

Your role is to make the ecosystem healthy. Once you succeed, the people and teams will flourish, naturally.

This blogpost is based on an excerpt from Erik Korsvik Østergaard’s second book, “Teal Dots in an Orange World”.

The business world has changed. New kinds of organizations are emerging, and everybody is talking about sociocracy/holacracy, agile, lean startup, and teal. The challenge is, that these structures are extremely hard to scale to corporate businesses, with thousands of employees.

This book addresses exactly this: How do you create an organizational platform and ecosystem, so that modern progressive “dots” can emerge? And with that, what leadership is required for this ecosystem?


Teal Dots in an Orange World

How to organize the workplace of the future >>


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]]> 6407 Special: Global Peter Drucker Forum 2019 https://blochoestergaard.com/special-global-peter-drucker-forum-2019/ Sat, 23 Nov 2019 10:14:54 +0000 https://blochoestergaard.com/?p=6462 .flex_column.av-uu1p-cf6c1066d0864c6b600a99cc08ec3a81{ border-radius:0px 0px 0px 0px; padding:0px 0px 0px 0px; }

Special: Global Peter Drucker Forum 2019

By Puk Falkenberg, 23. November 2019



The power of ecosystems – managing in a networked world

Attending Global Peter Drucker Forum always sparks a lot of ideas and thoughts. It’s food for the brain! This year was no exception. Even though there weren’t as many “fire speeches” as last year, the talks did give insight on the power of different ecosystems as well as challenges, risks, problems and how you as a leader should lead your ecosystems to achieve greatness – and why.

Let’s start with the ecosystem and get some definitions in place.


A networked world: what’s an ecosystem?

Everything is connected. Your local ecosystem is merely a confined part of the world, with multiple parts interrelated and integrating with each other. The question is whether you create or discover your ecosystem. A place to start could be defining your “world” of your ecosystem as well as the actors in it. Then describe the mechanisms and interfaces within, how they interact, and why. View this ecosystem as your brand.

As Zhang Ruimin, CEO of Haier group told us, it’s about viewing the whole ecosystem and not only our own products. They are going from mass production to mass consumerization within the whole ecosystem. They move away from products to use case scenarios.

Digitalization is one of the underlying elements of the ecosystem, either as a premise for structure, communication, production or delivery. Digitalization can help companies to be flatter organized. Understanding data, can make it smarter. Technology, data and the ongoing digitalization have made it possible to flatten our organizations, removing layers of middle managers and creating a networked organization. Remember: Don’t digitalize for the past, innovate for the future. And related to that: Amy Webb said, that data collected has more value than the transaction itself.

Sure, there is a difference in a company being born digital rather than becoming digital. And a networked organization is easier to build from scratch than to transform into. But that doesn’t mean it is impossible. At the Drucker Forum there were many examples on this type of organization; Buurtzorg, Haier and Tencent were the ones that stayed with us the most.

Here are the one-liners and take-homes

We got tons of input on the conference, but here is, in one-liners, what you should do to succeed in this “Era of the Ecosystems”

Understanding why to embrace ecosystems – and what problems they solve

  1. In a complex high-tech ecosystem, we need more human and high-touch skills to be able to go forward.
  2. Ecosystems build a better society, as it creates value through relationships and dependability
  3. Ecosystems focuses on stakeholder value rather than shareholder value.
  4. Ecosystems put people at the center / people first.
  5. Ecosystems focuses on social entrepreneurs rather than tech-entrepreneurs.
  6. Ecosystems thrive when there is low competition and an abundance of collaboration.

Good advice on mindset and concrete actions

  1. Biggest challenges moving forward towards ecosystems are: 1) Isolation in teams, silos or as individuals, 2) lack of generosity, 3) meaningless work to talents as they will seek meaning other places, and 4) lack of learning important skills as how to create psychological safety, trust, collaboration etc.
  2. We need to help a mindset shift and then educate in the new skills.
  3. 80% of leaders are reactive. – be proactive.
  4. Be actors, not victims
  5. Trust is the new “thing” now that we have purpose in place.
  6. The critical dimension in creating and nurturing the ecosystem within the organization is psychological safety.
  7. Make the least powerful person in the room feel safe to speak up.
  8. The most powerful person in the room should speak last.
  9. Establish a combination of opposites: both belonging and freedom, alikeness and uniqueness, alignment and autonomy.
  10. Get/find clarity of your boss’s challenges and your own. Are you fighting the same fight?

About your leadership and your personal traits

  1. Understand that “the soft stuff” is the hard stuff
  2. Be teachable
  3. Be human
  4. Be together
  5. Be present
  6. Be curious
  7. Be aware that you do not know it all
  8. Remove fear
  9. Remove power
  10. Be in dialogue
  11. Have social skillset
  12. Have EQ
  13. Listen. Ask: what do you hear?
  14. Show empathy
  15. Be selfless
  16. Be idealistic
  17. Be accountable
  18. Lead and listen
  19. Be you

On design principles

  1. The ecosystem can be driven by challenges and problems. People gather to solve them.
  2. Leadership is support of the teams when in a networked-based organization.
  3. Leaders need to lead through influence.
  4. Leadership is the art of harnessing the efforts of others to achieve greatness.
  5. Ecosystems (and networked organizations) require us to me masters of teaming.
  6. We must find quiet time to reflect and learn on how we are impacted.
  7. We need to understand oneself to be able to understand our impact on others in our ecosystem.
  8. Most important people skills: Curiosity, compassion, love, self-direction, capability to embrace interconnectivity.

And a great note on skills and learning: “I’m not worried about the young people. They will manage. I’m worried about the people in their 40’s and 50’s, that have worked as white collar all their lives. They need to learn new skills” – Tony Tan Keng Yam.

Go to the edges of your map

You are not alone. Many opportunities are hiding in plain sight and you don’t have to change everything. You just need a willingness to tap into the existing ecosystems around you, share and learn, and create values with those that choose to be in your ecosystem.

The pace of change will never again be this slow. And we must view our organization not as a map with fixed boundaries but rather as a map of exploration with empowered functional teams. As Rita Gunther McGrath closed this year’s forum with: “Go to the edges and see the weak signals. This is where the future starts to appear”.

Special: Global Peter Drucker Forum 2018 – Day 1

Special: Global Peter Drucker Forum 2018 // Day 1

Read more from last years event >>

Special: Global Peter Drucker Forum 2018 – Day 2

Special: Global Peter Drucker Forum 2018 // Day 2

Read more from last years event >>

peter drucker special

Special: First day of Global Peter Drucker Forum 2017

Read more from the 2017 event >>

Peter Drucker special

Special: Second day of Global Peter Drucker Forum 2017

Read more from the 2017 event >>

What is Global Peter Drucker Forum?

Global Peter Drucker Forum is a conferences organized by Peter Drucker Society Europe and always held in november in Vienna, Austria. We have been attending since 2017 and it’s the one conference that we always return to. The inspiration, insight, knowledge, cases and questions you get from attending is overwhelming. It takes a couple of days and weeks to process everything that’s been said and told at the conference. These blog posts are out attempt to translate and reflect on what we have experienced.

This years conferences was about ‘The Power of Ecosystems – Managing in a networked world’ and was held from the 21. to 22. november 2019. If you want to know more about the conference, see previous years content or find photos and blog posts, we suggest you visit the webpage druckerforum.org.

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]]> 6462 Can a Game of Poker be a Conversation Creator? https://blochoestergaard.com/can-a-game-of-poker-be-a-conversation-creator/ Mon, 21 Oct 2019 06:00:13 +0000 https://blochoestergaard.com/?p=6102 .flex_column.av-uu1p-cf6c1066d0864c6b600a99cc08ec3a81{ border-radius:0px 0px 0px 0px; padding:0px 0px 0px 0px; }

Can a Game of Poker be a Conversation Creator?

By Arbresh Useini, 21. October 2019

Husk at start med et uddrag, en appetizer om du vil, som skal kopieres ud i uddragsfeltet i sidebaren.

Not all in one newsletter, but now you know what to expect.In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect. In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.

Har du brug for mere plads, lave en overskrift H2 og mere tekst under

In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.

In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect. In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.In this we strive to share relevant insights on stuff like the Future of Work, on transformation, on mega trends, on millennials, motivation and on how to create a happy, productive workplace. Not all in one newsletter, but now you know what to expect.

Business Value Poker contain five set of cards, with the numbers 0 to 1000, a question mark and a trash can.

The game is originally invented by Ugilic, and Bloch&Østergaard has re-designed it for own purpose.

The picture shows a set of Bloch&Østergaard’s own version of the Business Value Poker.


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]]> 6102 Why you as a Change Management team need to change too https://blochoestergaard.com/why-you-as-a-change-management-team-need-to-change-too/ Mon, 14 Oct 2019 04:18:29 +0000 https://blochoestergaard.com/?p=6065 .flex_column.av-uu1p-cf6c1066d0864c6b600a99cc08ec3a81{ border-radius:0px 0px 0px 0px; padding:0px 0px 0px 0px; }

Why you as a Change Management team need to change too

By Puk Falkenberg, 14. October 2019

Recently I was attending a conference, where we had a small exercise asking each other questions as well as answering them. The guy to my left turned to me and asked: “Why change?” And the exercise was to only give him one answer, so I answered: “Because we need to stay relevant”.

He looked surprisingly at me, and just before the bell rang, telling us the exercise was over, he asked: “Isn’t that from a place of fear?”

The big WHY behind every change initiated – ever

The answer to the question about fear is: both and.

We need to stay relevant, and it’s both from a fear perspective and a search for opportunity and something better. You need both the fear and the opportunity.

I believe that every change, every adjustment, every innovation project, every incremental everyday development can be traced back to my answer: Because we need to stay relevant.

The why behind every change is exactly that. To stay relevant.

Sometimes this is from fear. The fear of competition moving faster than you. The fear of missing opportunities in new markets. The fear of not reaching KPI’s or the yearly 3% increase in growth.

And sometimes, it’s from opportunity, learning or simple a wish to constant develop. It’s about staying relevant to the market, to the employees and to the customers.

If organizations should succeed in staying relevant, it also implies that the Change Management team need to be up to date at all times.

Sometimes Change Managers get so focused they forget to change practice

Being a Change Management unit in a large organization can sometimes be troublesome. Often, I’m left with the impression that Change Management teams consists of a bunch of passioned people, who want to do the best for the organization, but often forget to change themselves. A people first mindset and approach to inspire and drive change, creating the best circumstances for the organization to evolve, is not enough.

Let me explain why I think Change Management teams need to change, and how and what you can do to change your Change Management practices just a bit.

The evolutionary purpose of a Change Management team should be to stay relevant

Like every team in an organization, a Change Management team need to learn new tools, new methods and develop their processes to be able to stay relevant. If the organization are moving from a classic waterfall approach to an agile approach, the Change Management team and their methods needs to change as well. Even though it sounds logical, it’s is a difficult task to crack. How do you make Change Management more agile? Or what’s the newest development within Change Management? Are people still using Kotter’s 8 steps or ADKAR?

The Change Management teams I’ve meet, have a difficult time figuring out how to prioritize these types of changes within the team, navigating the need of the organization versus the need of the team itself. And even though it should be their evolutionary purpose to stay relevant, I understand why it’s hard to prioritize.

That’s why I’ll suggest starting practicing two things: 1) Making Change Canvases (in plural), and 2) Distinguishing between working IN the business versus ON the business.

staying relevant in the future of work by reframing you blue ocean

Read more on how to stay relevant

Staying relevant in the future of work >>

The difference between working IN the business and ON the business

Making a clear distinction between when we are working ON the business and when we are working IN the business helps you prioritize your time and effort. Let me explain the two, in the context of a Change Management team:

  • Working IN the business is where you get your hands dirty, working on projects, helping the organization change, facilitating workshop and communicating change.
  • Working ON the business is where you go into helicopter view, asking yourself how the future might look like for your team. Do we need a strategy? Do we need to learn something new? Do we need to create a new change model? Stuff like that.

Often, I’ve heard that people have the ideas to work ON the business, but that’s not where the money is, and thereby it’s not prioritized. But it needs to be. Even though it’s only 10 % – or even 5 % – of your time.

This is what you need to do

It’s no secret that I’m a fan of whiteboards and big canvases. And my solution and suggestion is to make two big canvases about change. You should also setup a rhythm on how often you’ll meet in front of the canvas. Maybe every week?

Firstly, you make a canvas for working IN the business. Here I suggest a simple Kanban board with the columns; to-do, doing and done. The rule: If you find it interesting to share with the team, then it goes on the canvas. An example could be on how you are making a workshop next week in project X, which is a huge milestone for the project.

Secondly, you make another canvas for working ON the business. This could also be a simple Kanban board, but I would suggest you add your own sections to the canvas in addition. What do you need in order to work ON your Change Management team? What do you need to learn, develop or maybe even internally brand your team?

I suggest you as a minimum have the sections: 1) Purpose and direction, 2) insight and learnings, and 3) successes.

List your “IN” and “ON” tasks

If you’re like most Change Management teams, you’ll have an overweight of tasks you already do IN the business, and an overweight of wishes ON the business.

Last thing to do is having a discussion on whether your focus is right. Do you need to work more ON? How much time should be prioritized on each? Do you need a “head of IN the business” and a “head of ON the business”, to make sure you prioritize both?

In short, to make changes to your Change Management practices:

  1. Make two canvases of working “IN” and “ON” your business.
  2. List tasks divided to the two canvases.
  3. Have a discussion on your focus and time.
  4. Set a rhythm-meeting (e.g. every week) and keep updating the canvases.
  5. And remember to use time and effort to stay up to date at all times.


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]]> 6065 We’re living in a VUCA world and so what? https://blochoestergaard.com/were-living-in-a-vuca-world-and-so-what/ Mon, 09 Sep 2019 08:23:44 +0000 https://blochoestergaard.com/?p=5498 .flex_column.av-uu1p-cf6c1066d0864c6b600a99cc08ec3a81{ border-radius:0px 0px 0px 0px; padding:0px 0px 0px 0px; }

We’re living in a VUCA world and so what?

VUCA

By Puk Falkenberg, 9. September 2019

Maybe you’ve heard the expression before; ‘we’re living in a VUCA world’. But what does VUCA actually mean, and why are we using acronyms to describe the world we live in? A question you might ask yourself is how living in a VUCA world will affect your role as a leader or how you should use VUCA to help you navigate?

VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity.

Each of the four describes a way of looking at the world, and to many it gives them a language and a way to talk about what’s happening around them. To some VUCA is a useless word, and to others it’s a concept and a language to speak about current challenges.

Let’s dive into the history before breaking down the individual meaning of the words in VUCA and try to answer how VUCA affects your leadership.

A brief lesson on history – and some criticism

According to Wikipedia, VUCA is “drawing on the leadership theories of Warren Bennis and Burt Nanus – to describe or to reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. […] It has subsequently taken root in emerging ideas in strategic leadership that apply in a wide range of organizations, from for-profit corporations”.

The term VUCA was first used in 1987, and it was coined by the U.S Army War College in the immediate post-Cold War time. It was an attempt to understand what was happening in the world, and how to navigate the times post-war.

VUCA has, according to a podcast by the Army War College, been used and overused to describe anything not simple on strategic level. In the podcast, the hosts also argue that the term doesn’t accurately describe the U.S. in the 1990s, and ask if it even was useful then?

One of the guests in the podcast says: “…to treat our period of time like it’s something special seems off, compared to what we have been through before”. He continues his argument by saying that he thinks, when you invoke the term VUCA, you indirectly say that you’re the star of the universe, being unique, and going through the hardest times of all times.

Maybe this sounds a bit too much in your ears, or maybe you agree. Nevertheless, to be able to figure out whether or not VUCA is useful now – and in the context of Future of Work – we should look at the impact of the word.

When we label something, we divide the waters

Putting a label on something and creating a term or concept often divides the waters which many doesn’t see the need of or understand the use of. Maybe you’re in a different context, situation or even experiencing the opposite? The guests in the above-mentioned podcast heavily agree on VUCA being overused and not totally applicable. Also, they discuss whether or not we’re actually in a VUCA world.

If we look at VUCA in a more positive light, it replaces a term and concept about something we’ve a hard time understanding. It helps us create a feeling of certainty, and a feeling of “everything will be alright, even though it’s hard right now”. VUCA is not just a new spade with which you shovel your uncertainties back under the carpet. You use VUCA as a conceptual framework that’s designed to let you think about challenges, frame them intelligently, and establish a reasoned and appropriate response.

To truly understand the meaning of ‘a VUCA world’ we need to look at each element individually. Each word in VUCA offers different perspectives on a highly complex – VUCA – world.

Understanding: Volatility, Uncertainty, Complexity and Ambiguity

Volatility

The world isn’t fixed; we can’t predict the future, we don’t know what’s going to happen, and there’s definitely not a crystal-clear path for any of us. We’re in an evolving situation with change happening faster and often. We are dealing with a massive rate of change. This is what volatility refers to; change happening often and fast.

Uncertainty

Again, this refers to the unpredictable nature of what could happen in the future. We can’t get perfect information; we have to navigate not knowing the whole truth of how our newest strategy is actually going to perform. We can collect a lot of data to show how things went, and what went well, and by then we’ll be able to try and analyze our behavior and predict trends. But basically, we don’t know.

Complexity

It’s not all uncertain and volatile. Sometimes, you’ll have known elements, but it’s complex to navigate or to turn into a simple strategy or approach. The thing is that change often have a multipored effect. If you change one thing, you may affect a whole lot of other things. If you reorganize your organization, you’ll affect your culture, leadership and how you might drive innovation. If you change how you drive innovation, you may affect your direction, purpose and culture. It’s all interconnected – making it all complex.

Ambiguity

Often, something has more than one possible meaning, thereby it can cause confusion. This is what ambiguity is about. We may be able to see things happening in the environment, but not know what it means. We may see effects, but not understand them. This, emphasis the ability to be open to more than one interpretation, mastering  white space as well as having a constant rhythm with 14 days sprint and many iterations – especially when we speak about modern people leadership.

How does VUCA affect your leadership – and how can you use VUCA?

Firstly, it’s important for you to understand your role as manager in a VUCA world. Four areas come to mind: 1) coach and mentor, 2) entrepreneur, 3) master of white space, and 4) gardener of the ecosystem. All four are vital keys to navigate in a VUCA world, and as a leader you must learn your strengths in each of these four roles.

The four areas each contributes to cover elements of VUCA, and help you navigate in a constantly changing world.

  1. Coach and mentor: If your organization experience a lot of fast change often, and it’s complex and hard to understand, people will get nervous. It’s your role as leader to create psychological safety for your team, and coach and mentor them through.
  2. Entrepreneur: This can be complex and hard to simplify. There can be a high uncertainty about predicting future strategic wins as well as trying to understand the ambiguity and how to evolve. Answering the question of why your organization exist or making impact stories would help you make a direction in your strategic work in a VUCA world.
  3. Master of white space: Some people have the ability to actually spot and observe things happening around them that no one els spot. And, they are able to do something about them, driving changes. White Space Mastery is a great example of the opposite of ambiguity. As a master of white space, you don’t necessarily know what to do in the beginning, but you’ll experiment, ask around and try out new ways of working until it’s resolved.
  4. Gardener of the ecosystem: If you want to succeed leading through volatile times with lots of uncertainty, you can’t do it alone. It’s necessary for your leadership team to work together, creating engagement, dialogue and open up expertise horizontally in the organization. To master that, you must be a gardener of your own ecosystem leading horizontal, such that the dynamics of strengths-based leadership team is nurtured.

Do your team have all four roles present? We’ve never seen one leader having 100% in all four, but we’ve seen management groups having 100% collectively. Therefore, it’s important to do this together

I recommend you start by taking the four roles and collectively in your leadership team map which roles you are able to fill and facilitate. Are you covering all four roles and are all four roles equally important in each area of your organization?

In short: VUCA will affect your role as a leader, and you must learn how to navigate. Use the four roles of a manager to map you own strengths as well as in your management group. Use the mapping to be aware of how you cover all four roles and help each other navigate in a VUCA world with all four roles present.


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