Tool: Does your organization have the capabilities of the future?

By Puk Falkenberg, 26. September 2018

The rate and impact of change in the business world is unprecedented (watch Gary Hamel, Reinventing the Technology of Human Accomplishments, 2011 on YouTube), and instills an urgency of change in our organizations, and in ourselves. However, it’s hard to change without knowing what to change towards. You need a useful reference point. A guiding point. Something that is somewhat stable – or at least gives a sense of stability.

Several leadership thinkers point towards a higher focus on capabilities, your HOW, rather than your production directly, your WHAT. So, why not let the guiding point for change be your organizational capabilities that you need for the future of work?

Research shows that we need to upgrade our skills faster and faster, as half-life of a learned skill is only 5 years. This means, that you need to stay in the loop at all times to see how a certain area of your expertise evolves over the next five years. Maybe that is easier with tangible skills within IT systems, robotics, trains or any other physical product, than it is with intangible skills such as empathy, warmth, and meaningfulness as well as the skill to listen and understand.

Either way, we need to look at our organizations and figure out how we as a whole can learn and adapt to the future of work.

Understand the capabilities you need

Take a look at these 10 capabilities characterizing responsive organizations, as documented in The Responsive Leader by Erik Korsvik Østergaard. How do we know if we are good at it? Or if we lack one or two – or maybe even 8 of them? Further down I’ll give you an easy and small assessment tool, but first, let’s look at the 10 capabilities.

Where do you begin?

It’s the classic dilemma, which capability should you develop or focus on first? If you want to do intense sprints, you may need smaller project teams. If you want relations instead of only skills, you need to listen, then decide. If you want better rather than more, you may need to step down from the Ivory Tower. All of the capabilities are connected – and needed in some form.

This means that there shouldn’t be a classic dilemma about which capability should be the first to implement. It should be more about how to begin with a small part of each and look at the affect they have on each other. Maybe it’ll be easier to work in intense sprints if you already have small project teams no larger than two pizzas?

Of course you may find 2-3 of the 10 capabilities easier to work with than others, depending on the context of your organization. And maybe you already think you are good at 1-2 of the capabilities.

Then it’s about figuring out the following:

  1. Which capabilities are most important to you at the moment?
  2. Which capabilities can you do something about right now?
  3. Which capabilities would add the highest business value for the whole organization?
  4. Which capabilities are easier to implement than others?
  5. Which capabilities will have a high impact on your organization now?
  6. Which capabilities should you prioritize first?

My suggestion to you is this:

  • Download and print the assessment tool, and cut out the ten capabilities for responsive organizations.
  • Gather a small group of people from different teams and departments of your organization.
  • Assess each of the ten by asking the questions above.

Hopefully you’ll end up having a mapping (and prioritization) of the ten capabilities along with ideas on how and which you should begin with. Maybe you’ll experience the mapping to add distinctive character to your organization matching the organizational WHY and your values. Or maybe, you’ll have the opposite feeling of a gap between capabilities and WHO you are. Like you are missing something.

The important thing is, that this is the first step towards working with your capabilities, and ways of working, to become more responsive for the future of work.

Download the Capability Assessment Tool

Next step will be to make change interventions and run experiments to see which ideas will get you in the right direction of enhancing your organizational capabilities.

And remember. Everything you do will affect how you run, grow, and transform your business. When you change how you are organized it will affect your culture, leadership etc., and when you change the way you lead it will affect the others.

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‌ فناوری یک شمشیر دولبه است ‌
فناوری یک شمشیر دولبه است که از یک سو باعث بهم‌ریختگی و پیچیده شدن اوضاع کسب‌وکارهای سنتی شده و از سوی دیگر پیشرفت‌های گسترده‌ای را در جوامع و سازمان‌ها رقم زده است. در این مسیر پر از تغییر، مشاغل همواره اولین گروهی هستند که تحت تاثیر قرار می‌گیرند. در این میان رهبرانی که نگرش تغییر و رفتارها و اقدامات مورد نیاز آن را دارند، پیشتازان موفقیت خواهند بود.‌
‌
کتاب «رهبر پاسخگو» روابط، انگیزه‌های انسانی، ارزش‌آفرینی، شبکه‌های ارتباطی و مشارکت را از مهم‌ترین مؤلفه‌های موفقیت کسب‌وکارها می‌داند و آنچه لازمه حرکت در این مسیر کمتر پاخورده است را برای صاحبان کسب‌وکارها بیان می‌کند؛ تا بتوانند از مناسب‌ترین مسیر به اهداف‌شان برسند و رشد کنند.‌ #خلاصه_کتاب و #نقشه_ذهنی این کتاب را می توانید از طریق وب‌سایت و اپلیکیشن کتابکت تهیه نمایید.

#مطالعه_کنید، #بیاموزید، #به_کار_گیرید، خودتان و کسب و کارتان را متمایز کنید.
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#کتاب #کتابخوانی  #کتاب_خوانی #خلاصه_کتاب #کتابکت #پاسخگویی #نوآوری #تغییرات_جهان #تغییرطرزفکر #آینده_کاری #متمایزباشید #متمایز_باشید #با_ما_متمایز_باشید #به_روزباشید #به_روز_باشید #TheResponsiveLeader
#BookReview of #TheResponsiveLeader from #ReadersF #BookReview of #TheResponsiveLeader from #ReadersFavorite - https://readersfavorite.com/book-review/the-responsive-leader

Reviewed by Kayti Nika Raet for Readers' Favorite

The Responsive Leader: How to Be a Fantastic Leader in a Constantly Changing World by Erik Korsvik Østergaard is the kind of book that helps business leaders who are looking to adapt and thrive in the future of work environments. Breaking it down in a simple, easy to read manner, Østergaard shows that the true testament of a successful business is how fully its leaders are able to blend their knowledge of leadership and management with this new age of technology, the so called "Fourth Industrial Revolution". In The Responsive Leader, Østergaard shows readers how to align the organizational mission and goals with current society to create a well engineered environment. Drawing on his experience as an engineer, the author guides the reader expertly through his thought processes, highlighting resources and changing the way we think about business. 
The Responsive Leader by Erik Korsvik Østergaard is a well written and informative text. It is written in a way that makes for easy consumption and provides a great range of insights from which businesses and organizations of all levels will be able to glean many helpful tips, as Østergaard busts myths that may hold industry back and limit growth. It's certainly a book that will open many readers' eyes. In an exhaustive text, Østergaard leaves no stone unturned with The Responsive Leader as he seeks to encourage business owners to remain relevant to their employees and customers. He also provides a great resource for those looking to take their business to extraordinary heights.
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// #blochøstergaard #theresponsiveleader // “Reviewed by Kayti Nika Raet for Readers' Favorite (...) Breaking it down in a simple, easy to read manner, Østergaard shows that the true testament of a successful business is how fully its leaders are able to blend their knowledge of leadership and management with this new age of technology, the so called "Fourth Industrial Revolution". In The Responsive Leader, Østergaard shows readers how to align the organizational mission and goals with current society to create a well engineered environment (...) It's certainly a book that will open many readers' eyes. In an exhaustive text, Østergaard leaves no stone unturned with The Responsive Leader as he seeks to encourage business owners to remain relevant to their employees and customers. He also provides a great resource for those looking to take their business to extraordinary heights.”
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