Nordea is going through a transformation to respond to the rapidly changing demands of the market and industry. To succeed we need to nurture and grow our adaptive leadership capabilities, strengthen our resilience and expand our resourcefulness to be more at our best. We also know that there's no business transformation without human transformation.
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Adaptive Leadership and Cultures
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Organisations spend a lot of time talking about values. They spend less time exploring their use in practice. The most dangerous for corporate values is rarely an attack on the heart of a value. Corporate values collapse not because of direct attack but by creeping conflict at the edges that create a culture of corruption.…
Andrew Gerkens's insight:
Valeus are often just a set of glossy posters on walls. They are part of defining what good looks like (a north star), what we stand for, who we aspire to be. They should create ongoing dialogue to recognise our progress, to guide and support us (through tough times) and to help us identify ways to improve. 
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Cultures are shaped by the existence - or lack of - a specific set of skills
Andrew Gerkens's insight:
Daniel Coyle, author of the bestseller The Culture Code, says culture in organisations is not about, “values and mission and accountability. Culture is not about soft stuff - it’s about signalling. Because human brains are incredibly good at perceiving signals that we are safe (or not); whether we are being vulnerable by sharing accurate information (or not), and whether we are moving in the same direction (or not).”
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A sample of how Nordea is working to build adaptive capacity as part of enabling transformation