Program on Management Development

Jacob Ringsing Jensen, Head of Talent and Succession, Group HR Birgit Jung, Director, Leadership Development, Mannaz October 5 th 2011

Purpose of the Programme on Management Development • • • •

For you

Personal and professional development exceeding what is possible in your daily job The chance to build a cross-functional and cross boarder network Co-operation with management outside current business unit Preparation for requirements at higher level in the organisation • •

For the Group

Assessment of the potential and performance of the participants Homogenous influence on potential successors in relation to the increasing requirements for professional, personal and leadership capabilities to senior management in the Group 2

Stimulating a mindset & set of behaviours based on the Leadership Foundation

Strategic Leadership

•Focusing on activities that will increase the Group’s success •Understand information in its wider context •Understand and collaborate with central decision-makers in the Group

People Leadership

•Understand what motivates staff and ability to motivate •Handle opposition to chance, resistence and conflicts •Communicate with enthusiasm and confidence

Personal Resources

•Maintain focus and efficiency when under pressure •Be aware of own strenths and weaknesses and their impact on others •Handle unstable and complex situations 3

Aims and objectives of the programme – what do we want to achieve?

To accelerate your leadership and personal development so that you • • • Come out strengthened and even more capable in your current job Are motivated to seek further responsibility and career opportunities within the Group Have strengthened your employability in relation to positions at a higher level in the organization in your home country or abroad

To benefit the Group’s long term succession situation

4

Kick off program

Kick off program – day 1 09:00 a.m. 09:30 a.m.

12:30 p.m.

1:15 p.m.

06.30 p.m.

07.30 p.m.

Welcome Images of the future – Danske Bank strategic position by Trond Mellingsæter Introduction of the PMD group The voice of the organization Lunch & mobile A new normality The PMD talents Individual development focus Dinner The more personal presentation Preparing questions to Julian Birkinshaw 28-04-2020 6

Kick off program – day 2 09:00 a.m. 12:30 p.m.

1:15 p.m.

Diagnosing the design flaws in Danske Bank management model Lunch & mobile Framework for evaluating your management model Identifying opportunities for management innovation in Danske Bank as a whole 03:30 p.m.

Welcome and PMD introduction to the leaders of the PMD participants Reinventing Management by Julian Birkinshaw Break – Julian Birkinshaw and leaders are leaving Assignments up to Module 1 04.30 p.m.

Good buy – looking forward seeing you soon again 28-04-2020 7

Program on Management Development

6.10 - 7-10 2011 1 6. 11-18.11

2011 11.1 – 13.1, 2012 28.2-01.03

2012 24.4 - 26.4

2012 14.6 - 15.6

2012 Co-design Seminar sessions Kick off (2 days) Introduction and Reinventing Management Module 1 Leading for success (3 days) Evaluation Multiple choice test Talent program Module 2 Putting the customer in focus (3 days) Module 3 Talented Personal leadership Project pit stop (3 days) Module 4 Change with a global mindset (3 days) ‘Exam’, project and closure Module 5 Assessment and Project presentation Personal reflection paper Multiple Choice Test & Project Personal reflection Paper Post-phase General evaluation incl. self- and mgr. evaluation ‘Homework’ between sessions Getting ‘started’ reading, interviews, etc.

Interviews with customer oriented organizations Mannaz 360 Personal Development Account Readings, webinars etc Dialogs with / involvement of own leader and own direct reports . Dialogs with customers.

Project / ALG / peer coaching Generating data, analyzing and design of the project Project phase: working with selected subject in Action Learning Groups Reporting phase 8

Scope of kick off seminar

The scope of the PMD Kick-off seminar is to

• • • • • • • Create a common picture of future management and leadership challenges within Danske Bank, and reflect on the managers role in relation to meeting these challenges Becoming aware of the 360 ° expectations Setting the Danske Bank context for your development focus Introduce your leaders to ‘their role’ during the PMD-program Present a perspective on management and leadership in the new normality Inspiration and new perspectives on a possible future key driver of a competitive advantage for Danske Bank Getting to know each other – start building the PMDgroup Side 10 10

Reflections on Trons presentation

Possible reflections on Tronds presentation

• Questions? • • • • • What made a special impression on you hearing the presentation?

What made you proud What made you curious – would you like to here more about The most important message for you in the presentation What would be an important reflection to offer Trond as feedback on his presentation? Side 12 12

Introduction of the PMD group

Introduction of the PMD group - the short personal data presentation • • • • • • The formal individual presentation: Name Department / leader Position Responsibility – people / budget / ………….

In Danske Bank since How many do you know already in the PMD team?

You have 1 minute Side 14 28/04/2020 14

The voice of the organization

The voice of the organization

Expectations from own BU – essence of the interviews • Look at the materials you have collected in your interviews / dialogs from a Danske Bank organizational perspective: At the tables: from a managerial and organizational perspective Which competencies are asked for, for you to develop / strengthen? Why?

Danske Bank challenges you heard / have been told?

The wanted changes / the desired effect of your new competences / participation on PMD?

Difference between feedback from leader and direct reports? Dilemmas for you as managers? Correlation to / coherence with the presentation by Trond? Are you as managers in a development ‘room’ aligned regarding expectations from around you?

The underlying stories you hear?

Other important perspectives to tell from the interviews?

• Present essence from group: the 2 – 5 headlines important for you to have as contexts for your development of new competences / personal resources – and for PMD to focus on.

• 1 Representative from each group: if to make only 1 list of important guiding themes – what would this list look like?

Side 16 28/04/2020 16

Leadership in the new normality

A consultant perspective

The world is changing and a new normality is rising

While global interdependence works in everyone's favor in good times, globalization's interlocking fragility rapidly spreads much pain and damage virally in bad times

” • We have entered into a new era of turbulence, chaos, risk (measurable) and uncertainty (unmeasurable), which is now and for the foreseeable future the more normal condition of economies, markets and industries – the

New Normality

• Chaotics: The Business of Managing and Marketing in The Age of Turbulence, by Philip Kotler and John A. Caslione (AMAOM 2009) Side 18 28/04/2020 18

10 key drivers of turbulence and chaos The environment and climate crises Customer empowerment Sovereign wealth funds

Drivers of turbulence in the new economic environment

Technological advances and the information flow Hypercompetition Disruptive technologies and innovation Source: Chaotic, Kotler and Caslione Side 19 The "rise of the rest“ – the new world order 28/04/2020 19

The New Normality is reality The New Normality implies a more turbulent economic environment than in the past "normal economy" and we have already entered the New Normality economy for the foreseeable future.

Feature

Economic Cycles Upturns and booms Downturns / recessions Potential impact of issues Overall investment profile Market risk tolerance Customer attitudes Customer preferences

Normal economy

Predictable Definable (avg. 5-7 years) Definable (avg. 10 months) Low Expansive; broad Acceptance Confident Steady; evolving Source: Chaotic, Kotler and Caslione

New Normality economy

Absent Unpredictable; erratic Unpredictable; erratic High Cautious; focused Avoidance Insecure Apprehensive; flight to safety Side 20 28/04/2020 20

Living the new normality • As the New Normality has become a reality, the key question is:

To what extent are your strategy, organization and business processes prepared to navigate in a predominantly more turbulent economic environment?

Side 21 28/04/2020 21

Normal "two-playbook" economy

Normal economy

High Low Source: Chaotic, Kotler and Caslione Side 22 Average of 5-7 years 28/04/2020 Average of 10-12 months Time 22

Turbulence punctuated "New Normality" High Strategic inflection point

Level of chaos

New Normality Low Source: Chaotic, Kotler andd Caslione Side 23 28/04/2020 New Normality Time 23

The conditions for winning are changing …

Power

• Capital • Competences • Customers   

Manoeuvrability

• Focus • Adaptability • Acceleration    Source: Chaotic, Kotler andd Caslione Side 24 28/04/2020 24

… putting new demands on businesses

"Corporate agility"

Rapid, forceful and efficient adaptation to new conditions

Source: Chaotic, Kotler and Caslione Side 25 28/04/2020 25

………… moves definitely also at play • • • • • • • From leading change towards managing in uncertainty and from periods of stability to navigating in the floating society From the customer in focus to the customer’s focus A new world order - from known global hierarchies of power to new alliances and new premises for being powerful From local to global Leading the new generation – on a virtual platform A global need for talents!

....and specifically for the bank sector: the ‘New Normal’ – Banks having a buffer zone big enough to withstand recessions and making them capable of keep doing banking business: lending money to keep the society going. Says Christian Clausen, CEO Nordea and chairman of the European Bank Association Side 26 28/04/2020 26

Zygmundt Baumann: Liquid Life

”Liquid life” is a kind of life that tends to be lived in a liquid modern society. ”Liquid modern” is a society in which the conditions, under which its members act, change faster than it takes the ways of acting to consolidate into habits and routines. Liquidity of life and that of society feed and reinvigorate each other. Liquid life just like liquid modern society, cannnot keep its shape or stay on course for long”

Baumann 2005

27

•

Trust!

If Joe Public loses faith in the leadership and legitimacy more generally of our political and economic institutions, we are in deep trouble. Democratic capitalism relies upon trust in order to function. The positive challenge then is to re-establish the social conditions for trust and to redefine leadership in this new world. In our working lives we are increasingly seeking moral authority – a domain of meaning and purpose which lies beyond “shareholder value” . Without companies and organizations we can trust, it is difficult, if not impossible, to rebuild the social fabric of democratic capitalism. HBR Blog July 21.

• So what does the authentic organization look like and what does it take to lead one?

Side 28 28/04/2020 28

Influencing the leaders of tomorrow (1/2)

Ethics and authenticity When everything is uncertain the personal values and behavior of the leader becomes vital Uncertainty – not change You dot not have control over the market – you need to adapt. You constantly need to choose! Risk a central factor to handle!

Change in power relation You as a leader have to earn the right to have the power. Power is lived out through relations Side 29 28/04/2020 29

Influencing the leaders of tomorrow (2/2)

Agility Corporate agility challenges the hierarchy of the organization CSR The customers and shareholders are looking at sustainable development The WHY WHY should your employee follow you? A meaningful vision and mission!

Side 30 28/04/2020 30

Demanding a strong set of capabilities of the leader

The leader must:

Be flexible and agile Have strong values and beliefs Have strong empathy Communicate clear and honest Be able to make fast decisions based on “no” facts Be outcome focused Have strong focus Have the right team Know the customer Thrive in the networked economy Side 31 28/04/2020 31

Zuckerberg & Facebook “The craziest thing to me in all this is, that I remember having these conversations with my friends when I was in college. We would just sort of take it as an assumption that the world would get to the state where it is now. But, we figured, we’re just college kids. Why were we the people who were most qualified to do that? I mean that is crazy!

“I guess what it probably turns out is, other people didn’t care as much as we did!” 28/04/2020 32

The PMD talents

Danske Bank practices leadership of high standard to execute business priorities

Strategic Leadership Vision People Leadership Personal Resources Operational Management Professional Management Core values

34

At the Danske Bank Group, we work with five core values • Expertise – through high standards of quality and professionalism • Integrity – in business affairs and as part of society • Value creation – for shareholders, customers and employees • Commitment – to customers’ financial affairs • Accessibility – electronic and physical 28-04-2020 35

•

The PMD talents

Reflections and dialogs on the obligations, duties and responsibilities when chosen as a talented manager The ‘pay back’ to Danske Bank for investing in a PMD - and simultaneously ‘fuel’ for your career. With the knowledge of expectations and needs expressed so far: Define the 3 – 5 most important obligations, duties, and responsibilities you as talented manager carry towards your direct reports and your BU, your employer and your customers?

Talk of the ‘pay back’ to Danske Bank, ‘what's in it for me’ and what are we to invest to reach our goals and dreams?

• • 2 in 5 minutes – interview and explore 5 in 15 minutes – put themes together 10 in 10 minutes – define the central topics and essence of your dialogs Present to the PMD group Side 36 28/04/2020 36

Individual development focus

Individual development focus

Mapping out individual focus and development targets • Individually: Reflect and make notes on individual focus on PMD as you think of it now - and on development targets / potential to be ‘unfolded’.

What do you yourself need to invest? Which extra mile to walk?

What do you need from your leader to succeed in this process?

10 minutes • • 2 & 2 interview each other into the development targets. Help unfold and make even clearer. And hear an other ‘personal story of development, goals and dreams’ End by own reflection and notes on possible inspiration from colleague.

Side 38 28/04/2020 38

Your personal ”elevator speech”

•

Your personal ‘elevator speech’

Who are you – also?

Personal presentation. Inspiration on perspectives: My personal story – Private, work, history / past, future Why here – your personal motivation for being part of PMD, being chosen as talent? Your special talent(s)?

Career dreams?

In the feedback you received in the interviews: surprised of, proud of?

What drives you / motivates you as manager / as human being?

What do you want to create / change as manager – Why are you a manager?

Side 40 28/04/2020 40

Welcome to the Leaders

Aims and objectives of the programme – what do we want to achieve?

To accelerate your leadership and personal development so that you • • • Come out strengthened and even more capable in your current job Are motivated to seek further responsibility and career opportunities within the Group Have strengthened your employability in relation to positions at a higher level of complexity in the organization in your home country or abroad

To benefit the Group’s long term succession situation

42

Program on Management Development

6.10 - 7-10 2011 1 6. 11-18.11

2011 11.1 – 13.1, 2012 28.2-01.03

2012 24.4 - 26.4

2012 14.6 - 15.6

2012 Co-design Seminar sessions Kick off (2 days) Introduction and Reinventing Management Module 1 Leading for success (3 days) Evaluation Multiple choice test Talent program Module 2 Putting the customer in focus (3 days) Module 3 Talented Personal leadership Project pit stop (3 days) Module 4 Change with a global mindset (3 days) ‘Exam’, project and closure Module 5 Assessment and Project presentation Personal reflection paper Multiple Choice Test & Project Personal reflection Paper Post-phase General evaluation incl. self- and mgr. evaluation ‘Homework’ between sessions Getting ‘started’ reading, interviews, etc.

Interviews with customer oriented organizations Mannaz 360 Personal Development Account Readings, webinars etc Dialogs with / involvement of own leader and own direct reports . Dialogs with customers.

Project / ALG / peer coaching Generating data, analyzing and design of the project Project phase: working with selected subject in Action Learning Groups Reporting phase 43

Your PMD role …………

• • • This PMD programme is designed and intended to have not only a very strong individual development focus for each of the talents, but also to have a direct organizational impact on Danske Bank, and it is our experience, that this effect will exceed noticeably with your involvement, back up and commitment.

Talents can be developed by joining a development program, by working crosswise with other intelligent people with similar challenges and duties – but mostly by putting the competences into use by being challenged and pushed by new assignments, new duties and by taking responsibility for an important, relevant change / development project in their department. We hope (and expect) you will find the time to both discuss possibilities, set new challenging KPIs, coach and give instant and honest feedback to your talent during the PMD program – to make sure the individual PMD development will be anchored in the department / BU and have an organizational positive effect on Danske Bank. 44 Side 44 28/04/2020

Purpose of inviting you today

You will be introduced to Julian Birkinshaw’s thoughts and theories, to his ideas of how to carry out management – and to discuss if a reinvention of your management model could possibly be a ‘tool’ of value to Danske Bank with the current challenges. The theme has a strong strategic perspective and requires full back-up by you as the leader, if your manager should suggests to evaluate your current management model and invite you to a dialog on possible opportunities for improving it. Side 45 28/04/2020 45

The PMD talents

Reflections and dialogs on the obligations, duties and responsibilities when chosen as a talented manager • The ‘pay back’ to Danske Bank for investing in a PMD - and simultaneously as ‘fuel’ for your career. With the knowledge of expectations and needs expressed so far: Define the 3 – 5 most important obligations, duties, and responsibilities you as talented manager carry towards your direct reports and your BU, your employer and your customers?

Talk of the ‘pay back’ to Danske Bank, ‘what's in it for me’ and what are we to invest to reach our goals and dreams?

Side 46 28/04/2020 46

What is in it for you to have a talent on the PMD program?

Side 47 28/04/2020 47

Assignments up to Module 1

Program on Management Development

6.10 - 7-10 2011 1 6. 11-18.11

2011 11.1 – 13.1, 2012 28.2-01.03

2012 24.4 - 26.4

2012 14.6 - 15.6

2012 Co-design Seminar sessions Kick off (2 days) Introduction and Reinventing Management Module 1 Leading for success (3 days) Evaluation Multiple choice test Talent program Module 2 Putting the customer in focus (3 days) Module 3 Talented Personal leadership Project pit stop (3 days) Module 4 Change with a global mindset (3 days) ‘Exam’, project and closure Module 5 Assessment and Project presentation Personal reflection paper Multiple Choice Test & Project Personal reflection Paper Post-phase General evaluation incl. self- and mgr. evaluation ‘Homework’ between sessions Getting ‘started’ reading, interviews, etc.

Interviews with customer oriented organizations Mannaz 360 Personal Development Account Readings, webinars etc Dialogs with / involvement of own leader and own direct reports . Dialogs with customers.

Project / ALG / peer coaching Generating data, analyzing and design of the project Project phase: working with selected subject in Action Learning Groups Reporting phase 49

Assignments up to Module 1 • • • • • • Most important take out from the kick off? In relation to managing upwards, downwards, outwards, ‘inwards’? How to take responsibility for development of value for Danske Bank? Of value for your customers? Individual reflections and notes Bring up in ALG : inspiration from Julian Birkinshaw – opportunity? “How move an opportunity forward?” . Open ALG reflection and discussion.

A dialog on ‘Reinventing management – a new management model’ with your leader Define 2 possible themes / cases relevant as your project theme. Present and get feedback from ALG. Choose one theme / case – bring up your arguments: of value to BU / DB, developing a personal talent / resource further Involve own leader, direct reports, others inside or outside BU / DB. Project template will be uploaded to team site.

Accept and go from leader on Project Articles uploaded to team site.

50 Side 50 28/04/2020

The Action Learning Groups

Team 1

Anu Jyrinki Dan Erensø Klavs Hjort Thomas Hovard Tom Lindberg Pedersen Martin Larsson

Team 2

Janne Lassila Diana Hammeken Lunding Remi Thomsen Brian Østergaard Roed Kim Forsstrøm Allan Wengel

Team 3

Janne Nykänen Jørgen Nygaard Nielsen Monica Østergaard Anne Dohm Norsk Hjort Anders Klinkby Madsen Patrick Mullen Sampo Group IT Marketing Danske Markets Danske Bank DK Danske Bank Sweden Sampo Group Operations Group Finance Fokus Bank CIB Danske Bank DK Sampo Group IT Danske Bank DK Danske Markets Group Communications Northern Bank

Team 4

Bent Callisen Mari H. Bergem Andrus Soodla Rolf Erik Linge Mette Hosbjerg Peter Lundgaard

Team 5

Dan Jannerup Janne Bjaaland Hanne Linden Hjärtsjö Anssi Uimonen Kim Lorenzen Jens Jakob Svanholt Treasury Fokus Bank International Banking CIB Danske Bank DK Danske Capital Group Operations Danica Danske Bank Sweden Danske Markets National Irish Bank Group Finance 28-04-2020 52

Your individual project

Individual PMD Project

•

You are to define and carry through an individual project during the PMD

In corporation with own leader and own direct reports you choose a meaningful & relevant project focus and wanted outcome. The content of the project should address an, for you, actual change initiative or a managerial challenge to be solved, and it should call upon reflections and give possibilities for new learning within personal resources, strategic leadership and people management.

The case could address one of the central themes in the program e.g. implementation of customer focus, if relevant and meaningful for you and your BU.

54 Side 54

Project outcome and value

• • • • • • The outcome is expected to be: Skills to design and carry out a management development project of value to both you as manager, to your direct reports and with a clear business outcome / of value to the customers Implementation of a BU development initiative Involvement of own BU in relation to new knowledge from the PMD program Direct training in transforming and putting new knowledge into actual practice, initiatives and intelligent development of Danske Bank Insights and training in Action Learning Group methodologies Networking outside own BU / crosswise Danske Bank 55 Side 55

Individual PMD Project

• • You are expected to present, involve, discuss, get feedback and coaching from your Action Learning Group on your project. The group are to be not only your sounding board, but they are co-responsible for the quality of and the possible relevant effect of your project.

As an assignment between module 2 & 3 you are to prepare and hand in mid February a 2 pager on status of your individual project. You will receive a guide / template for this assignment. 56 Side 56

Individual PMD Project - assessment

• • The final ‘examination’ of your project will take place on the last module. You are, in your ALG, to ‘lift out’ from each of your projects: the organizational value / effect of your PMD projects and the most central, important learning you have done regarding successful implementation of future development / change projects in Danske Bank. What would be your advices to ‘top management’ regarding future organizational development of Danske Bank. You are to present this to executive management and your colleagues on PMD and they are to assess the content, the presentation, the value for the bank / customers – and their new learning by listening to your project-reflections. 28-04-2020 57

How to get all materials electronically

You can download all materials on the following site: http://www.mannaz.com/leadership-development/danske-bank/ Password: jVqhF96X 28-04-2020 59