Orchestration: Integrated ‘Fragile to Agile’ Services
Organisations set in their ways and overly dependent on top down leadership are fragile.
Organisations constantly open to new opportunities, in which everyone is empowered to be a transformational leader in their own right, are agile.
Our 'fragile to agile' menu brings together three strands intended to help: raise awareness, bring about the change to agile ways of working and then make these sustainable.
Our understanding of how personal values impact on organisational agility is the golden thread linking the three strands.
Strand One – Understanding Agile
In either one or two day workshops we explore organisational agility: what it means, what advantages it offers, what it demands, how it can be realised and what pitfalls lay in wait for the unwary.
The workshop is designed to ensure everyone understands: what the agile organisation is and what it is not, the demands it imposes on individuals, the organisational and psychological barriers that may exist and how these may be overcome.
Time is divided equally between gaining a general understanding of agility and how this understanding may be applied to real organisational challenges facing the attendees.
Strand Two – Becoming Agile
Making the transition to agile working involves more than simply moving the furniture, saying things differently and superficial behavioural change.
Sustainable organisational agility ultimately requires a shift in mindset: literally a change of personal values.
This can only be achieved by giving people the support they need to change.
This support must come from within as well as from us as external partners.
Through a combination of individual and team coaching and related consultancy we provide the support required.
Individual coaching enables us to address particular challenges an individual might be facing that are better addressed confidentially.
Team coaching enables us to facilitate a group of individuals becoming more coordinated and supportive of each other in the pursuit of wider organisational objectives.
Strand Three – Being Agile
By giving employees the skills to become agile coaches in their own right, it is possible to work toward creating a self-sustaining agile coaching culture.
In providing employees with level 5 & 7 Institute of Learning and Management (ILM) coaching accreditation the intention is not simply to give a discrete group of people the capability to provide coaching services to their colleagues. More important is the potential for these individuals to act as role models and mentors as they go about their daily business: lifting both their own performance potential and those of others.