Enterprise agility is both a hugely popular aspiration and a widely misunderstood buzzword. Many of us as Agile coaches wonder how we can lead and catalyze agility at an organizational level. Our intentions are earnest, but our skills and understanding are partial. This talk explores what it means to coach across an enterprise, from an executive’s leadership maturity to the limits of culture, from organization structures to value creating processes.
Drawing on 13 years as an enterprise Agile coach, Michael Spayd developed the Integral Agile Transformation framework (upcoming book, Coaching the Agile Enterprise), which includes the four prime perspectives: psychological, behavioral, cultural and systemic. These perspectives help reveal both our limits and our strengths as enterprise agile coaches, all four of which are needed for a successful transformation. Each implies a type of competency and a mindset required to leverage the perspective. Further, we’ll explore four levels of developmental complexity (from the work of Clare Graves) to understand what is actually possible for a given organization and individuals with whom we work.
The Integral Agile framework makes sense of the complexity within organizations from individual behavior to organization culture to structural limits. It also clarifies our motivation for trying to be of service and points us in the direction of what actually does serve.
Video producer: http://www.agilenewengland.org/