Companies have general goals in mind when they hire agile coaches. Reading through RFPs and talking with leaders, it initially sounds like adoption of agile practices across teams is a goal of its own. A leap of faith that improvements in agile practices means better organizational outcomes will be achieved. Investing in agile coaching may seem worthwhile enough from that viewpoint.
The Agile Coaching Institute’s whitepaper includes a section on “What Business Benefits would an Internal Agile Coaching Capability Make Available?” It says a strong agile coaching capability means it would be possible to:
Enhance product delivery flow throughout an organization.
Scale safely by ensuring the agile coaching role is filled by someone whose skills and gravitas are a match for a given team/program/organization.
Ensure team performance by starting up strong teams, resetting teams when needed, and disbanding teams that cannot sustain the desired level of performance.
Create a sustainable Agile capability that lasts long after key players move on.
Reduce or eliminate reliance on external agile coach consultants.
As a coach, I found myself wanting something more from the business benefits of agile coaching since I am often helping organizations grow internal agile coaches and form an internal agile center of excellence.
A few months ago, I had the opportunity to meet with a potential client who was interested in engaging an agile coach. Knowing that there are multiple coaches and organizations who might be able to help them in this area, one of their asks was for case studies because they wanted to know the results other clients had achieved. Reviewing a compilation of client engagements and the results was like going through an old photo album and feeling nostalgic about happy pastimes. Agile led to real benefits for those organizations like cost savings, increased revenue, and improved employee satisfaction. An agile coach would not have been able to guarantee those results from the start but knowing what’s possible and what would be meaningful for the company can allow for a better coaching plan.
An emphasis on adopting agile practices without an understanding of what an organization is ultimately trying to achieve feels (at best) short-lived. Agile coaching is more likely to be successful with a clear objective and an understanding of how teams’ increased capabilities will benefit the organization. Without that, agile coaches and sponsors alike can lose sight on whether practices are really generating better results or not. And that’s too bad—for the company and for the coach—because we all want to be successful in the long run.