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What is agile coaching?

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Agile Coaching has evolved to combine 80% of systemic coaching, 15% of Family Coaching and 5% of Personal Development Coaching.
This slide deck introduce Agile Coaching as an evolution of ICF Systemic coaching taking the challenges of self organisation in Agile Dynamic Systems (complex adaptative systems)

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What is agile coaching?

  1. 1. AGILE COACHING IN 21ST CENTURY WORLD 1
  2. 2. SAP S.E. DAIMLER GROUP SOME OF OUR CUSTOMERS 2
  3. 3. “Agile sounds to be on everyone’s plates nowadays and I have the feeling that you can put “agile” in front of everything you are on the wave. Unfortunately, this is not possible. 3
  4. 4. EWAN psychiatrist ESTEBAN creative designer ERIC COO MINA therapist LET’S SEE WHAT OTHERS ARE TELLING US 4
  5. 5. WHAT KIND OF AGILE IS YOUR AGILE? This question has been asked to most of the team (around 200 people) before explaining what agile means • quantitative means that agile is seen as results • behaviour means that agile is how people are interacting together • process, agile is understood like a process or a methodology • bypass, people didn’t answered the question due to communication issues or lack of focus 17 % 17 % behaviour 47 % 19 % quantitative behaviour process bypass the question 5
  6. 6. BEHAVIOUR • flexibility • pragmatic • mindset • adaptability • No • responsibility • multiple competences • client oriented • putting me in the shoes of my customer to gain clear vision of his needs • have interaction with customers or users • better collaboration • business & development working together • team work • close collaboration • will empower us to work and share experiences • trustful collaboration with project members • fully dedicated, I have the feeling that I am moving with • motivation • happy and satisfied • consistency of projects • working on topics which fit my skills • simplicity • meetings not hat often • sustainability • welcome change • challenges instead of problems • challenging and exciting tasks with own responsibility and decision power 6
  7. 7. Gallup 2018 study of employees in France, Germany, Spain and the UK “ 7 In operational terms, the concept of agility can be defined as employees’ capacity to gather and disseminate information about changes in the environment, and respond to that information quickly and expediently.
  8. 8. Gallup 2018 study of employees in France, Germany, Spain and the UK “ 8 From a strategic perspective, this combination of speed and data-driven innovation is increasingly important for many businesses to maintain a competitive advantage.
  9. 9. AGILITY THE PATH TO AGILITY |1| SPEED & EFFICIENCY • constantly make every job and process as simple as possible • use technology to get more done in less time • remove unnecessary bureaucracy to decision making |2| FREEDOM TO EXPERIMENT • determine necessary risks and acceptable failures • help every person feel they should contribute to innovation |3| COMMUNICATION & COLLABORATION • breakdown silos between teams and departments • create opportunity to innovate In my company, we have the right tools and processes to respond quickly to business needs. In my company, we have the right mindset to respond quickly to business needs. SOURCE: GALLUP 2018 STUDY OF EMPLOYEES IN FRANCE, GERMANY, SPAIN AND THE UK 9
  10. 10. Agile adresses 3 pillars 10
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  14. 14. TO UNDERSTAND THE CHALLENGE 14
  15. 15. GUIDE 15 Tailor, Drucker utilityoftheparadigm time Function Control mass production, automation & commoditisation 1950 1990
  16. 16. GUIDE 16 Tailor, Drucker utilityoftheparadigm time SCIENTIFIC M ANAGEMENT SYSTEM THINKING Hammer, Senge, Kaplan, Nonaka Function Control Information Control mass customisation, scalable, reliable technology and communication mass production, automation & commodification 1950 1990 2010
  17. 17. GUIDE 17 Tailor, Drucker utilityoftheparadigm time SCIENTIFIC MANAGEMENT SYSTEM THINKING S E NS E M AKIN G Hammer, Senge, Kaplan, Nonaka Function Control Contrôle de l’Information Ability to situate a network mass customisation, scalable, reliable technology and communication mass production, automation & commodification mass collaboration, generalised social computing, globalisation 1950 1990 2010
  18. 18. 2X2 MATRIX: CATEGORISATION MODEL Low High LowHigh Variable 1 Variable2 18 RISK: WE WON'T SEE THE DIFFERENCES UNTIL IT’S TOO LATE GOOD FOR EXPERT EXPLOITATION POOR FOR EXPLORATION OF CHANGE
  19. 19. CATEGORISATION MODELS SENSE MAKING MODELS 19 FRAMEWORK PRECEDES DATA DATA PRECEDES FRAMEWORK
  20. 20. 3 BASICS SYSTEMS ORDERED SYSTEMSCOMPLEX SYSTEMS CHAOTIC SYSTEMS SIMPLE SYSTEMS DISORDER 20
  21. 21. SIMPLE COMPLEX COMPLICATED CHAOS cause = effect ex. standard operating procedures best practices one or few good answers cause effect ex. do some analysis, work out what the possibilities are, expert mindset a range of possible answers cause / effect ‣ non linear relationships ‣ all about the network ‣ never complete ‣ stakeholders decide what is good ‣ is where innovation happens ‣ patterns helps micro narratives cause = effect ‣ take action ‣ push into another domain DISORDER 21
  22. 22. THE AGILE SYSTEM DYNAMICS 22
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  25. 25. CONTINUOUS ORGANIZATIONAL CHANGE IS UNDER AGILE COACHES HOOD 25
  26. 26. PIERRE E. NEIS Heidelberg ALEXANDRE CUVA Geneva | Da Nang ULISES AGUILLA Mexico City VIRGINIA ANDERSON Luxembourg AGILE² TEAM 26
  27. 27. pierre.neis@agilesqr.com “Thanks 27 CONTACT ME TO JOIN THE AGILE COACHING CERTIFICATION PROGRAM

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