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What is agile coaching?
This document discusses agile coaching in the 21st century. It provides examples of customers that use agile methods like SAP and Daimler Group. A survey of 200 employees found that most see agile in terms of behaviors like flexibility rather than as a process or results. Agile addresses speed and efficiency, freedom to experiment, and communication/collaboration. Different frameworks are discussed for categorizing systems from simple to complex. Continuous organizational change is at the core of agile coaching. Contact information is provided to join an agile coaching certification program.
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What is agile coaching?
- 1. AGILE COACHING IN21ST CENTURY WORLD 1
- 2. SAP S.E. DAIMLERGROUP SOME OF OUR CUSTOMERS 2
- 3. “Agile sounds tobe 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. EWAN psychiatrist ESTEBAN creative designer ERIC COO MINA therapist LET’S SEEWHAT OTHERS ARE TELLING US 4
- 5. WHAT KIND OFAGILE 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. 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. Gallup 2018 studyof 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. Gallup 2018 studyof 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. AGILITY THE PATH TOAGILITY |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. Agile adresses 3pillars 10
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- 14. TO UNDERSTAND THECHALLENGE 14
- 15. GUIDE 15 Tailor, Drucker utilityoftheparadigm time Function Control massproduction, automation & commoditisation 1950 1990
- 16. GUIDE 16 Tailor, Drucker utilityoftheparadigm time SCIENTIFIC MANAGEMENT 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. GUIDE 17 Tailor, Drucker utilityoftheparadigm time SCIENTIFIC MANAGEMENT SYSTEMTHINKING 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. 2X2 MATRIX: CATEGORISATIONMODEL 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
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- 20. 3 BASICS SYSTEMS ORDEREDSYSTEMSCOMPLEX SYSTEMS CHAOTIC SYSTEMS SIMPLE SYSTEMS DISORDER 20
- 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. THE AGILE SYSTEMDYNAMICS 22
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- 25. CONTINUOUS ORGANIZATIONAL CHANGE ISUNDER AGILE COACHES HOOD 25
- 26. PIERRE E. NEIS Heidelberg ALEXANDRECUVA Geneva | Da Nang ULISES AGUILLA Mexico City VIRGINIA ANDERSON Luxembourg AGILE² TEAM 26
- 27. pierre.neis@agilesqr.com “Thanks 27 CONTACT ME TOJOIN THE AGILE COACHING CERTIFICATION PROGRAM