This document discusses reimagining the coaching value chain by applying agile practices within an organizational coaching team. It outlines business challenges of increasing needs, short term projects, and varied expertise levels. It then details how the team implemented solutions like centralized backlogging, clear guidelines, skills mapping, and visualization tools. The results were improved engagements, empowered teams, and enhanced branding. Key lessons are to let tools enable agility, know your unique team, and have purpose beyond the tools.

1. Coaching Value Chain…. Reimagined
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2. Vinay Baijal
https://www.linkedin.com/in/vinaybaijal
VP – Organizational Capabilities
Agile Practices I Quality I Learning I Competency
▪ Over 3 Decades work experience
▪ Practiced Agile, Lean Management, Six Sigma
▪ Driving Change and Global Transformations
▪ Passionate about Developing people and Skills
▪ Risk Taker and Loves Ambiguity
▪ Lead the Quality and Lean Management Teams
in AMEX, HP, Target, HSBC and now in Siemens
▪ Trained participants across Global locations
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3. Concept to reality Journey
Narration of our experience
of applying what we preach others

4. Our Business Challenges
Increasing
needs
Short term
projects
Varied expertise
levels
High notice
periods

5. Guiding Principles
Improve Transparency
Increase Participation
Decentralized Decision Making

6. Page 6
SDS (Agile) Team : Backlog and Alignment
Background : Feedback and Retrospective of SDS Journey identified a scope of improvement in synergy between SDS Coaches to ensure the
knowledge, information and experience is shared regularly”
Initiating the culture of
centralized backlog management
after 3+ years of functioning also
needed a lot of effort, discipline
and change management
Manage Workflow
Sample of Clear DOR

7. Make Policies Explicit
Clear Guidelines for coaches and leaders

8. How we made the difference ?
Centralized assignment repository
Insisted on metrics and DOR for engagements
Collective prioritization by team
Skill mapping referral table
Business Domain names captured on cards
Team collective utilization - key point in regular reviews

9. Few Important
visuals to
understand
Progress, Risks
and Flow
Names of team
members
Team
Legends
Improve Visualization
Leaders Dashboard

10. Improve Visualization
Continued 1

11. Improve Visualization
Continued 2

12. Deciding right WIP’s is a Journey
Never instruct
Allow iterations, reflections to decide
right
Let Teams feel empowered
Don’t borrow WIP limits
Average WIP Topics increased by 30%
Team agreement 2+1 WIP
Feedback culture improved WIP and Outcomes
Calendarized Visual

13. Our Results
IMPROVED
ENGAGEMENTS
EMPOWERED TEAMS ENHANCED BRANDING

14. Page 14
Let Tools Enable Agility
The are not end goal
Live in real world
It changes frequently
Know your Team
Each has unique skills
Have Purpose for Agility
Key Takeaways

15. ENJOY THE RIDE
We have fun while learning and
growing together
Vinay Baijal
Vinay.baijal@siemens.com