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One effect of operating a business in an environment of discontinuous change is that leaders can no longer know as well as followers how to get things done. A leader's role cannot be, therefore, one of devising battle plans and issuing orders down a chain of command to co-ordinate their execution. In sense-and-respond organizations, leaders have very different responsibilities, the nature of which is the focus of this chapter. This chapter is excerpted from ‘Adaptive Enterprise: Creating and Leading Sense-and-Respond Organizations'.