Download - INOC Meeting - A new frontier of coaching; Business Project Coaching

BUSINESS PROJECT COACHING: A NEW FRONTIER OF COACHING

SCOA S.r.l. – Via V. Monti, 56 - 20123 MILANO – Tel. +39 02 48 51 65 45

P. I. e C.F 03728610969 – Cap. Soc. 82.381,12 euro – Registro Imprese di Milano e R.E.A. n° 1697129

[email protected] – www.schoolofcoaching.it

SUMMARY

1.  THE PRESENT SCENARIO

2.  COACHING IN ORGANIZATIONS: PERSPECTIVES

3.  THE OPPORTUNITY AND THE CHALLENGES FOR A COACH

4.  AN ANSWER: “BUSINESS PROJECT COACHING”

5.  THE KEY FEATURES OF “BUSINESS PROJECT COACHING”

6.  SOME MODELS AND TOOLS APPLIED IN “BUSINESS PROJECT COACHING”

7.  CASES AND EXAMPLES

8.  HOPES AND DOUBTS

SCOA-A NEW FRONTIER OF COACHING_27052015 2 di 24

1. THE PRESENT SCENARIO

A FEW FACTS:

Ø  EACH YEAR IN ITALY MORE THAN 300.000 NEW START UPS ARE BORN

Ø  A SIMILAR NUMBER OF ENTERPRISES DIE

Ø  MOST OF BIG CORPORATIONS HAVE REDUCED THEIR HEADCOUNTS IN

EUROPE IN THE LAST 10 YEARS

Ø  THE WEB AND OTHER TECNOLOGICAL INNOVATIONS HAVE RADICALLY

TRANSFORMED MOST INDUSTRIES (RECORDS, MEDIA, RETAIL,

BANKING, ADVERTISING, EDUCATION, TRAVEL….) WHILE CREATING

GLOBAL MARKET OPPORTUNITIES FOR MICRO ENTERPRISES

Ø  OUT OF THE 10 COACHEES I HAD IN 1997, ALL EXECUTIVES IN LARGE

CORPORATIONS, 6 HAVE TODAY THEIR OWN ENTERPRISE


2. (Follows) THE PRESENT SCENARIO

Ø  ENTREPRENEURSHIP IS TODAY

THE OBLIGED OR DREAMED “HORIZON”

OF MOST PEOPLE IN THE MATURE ECONOMIES

EITHER AT AN EARLY STAGE

OR AT A SECOND STAGE OF THEIR WORKING CAREER

Ø  LAUNCHING ONE’S OWN ENTERPRISE HAS BECOME

A MASS PHENOMENON

IN SYNTHESIS


2. COACHING IN ORGANIZATIONS: PERSPECTIVES

Ø  COACHING HAS SPREAD IN THE LATE ’90s ALL OVER THE

WORLD AND HAS BEEN INCREASINGLY USED BY CORPORATES

IN ORDER TO QUICKLY IMPROVE BEHAVIOURS

OBSERVABLE IN THE DAILY WORKING LIFE OF

PEOPLE WHOSE BEHAVIOURS CAN MAKE A DIFFERENCE

Ø  THE CLIENT EXPECTATIONS OF THEIR KEY PEOPLE WERE

•  IMPROVED PERFORMANCE

•  STRONGER COMPETENCIES

Ø  BUT TODAY ANOTHER SIGNIFICANT NEED IS EMERGING:

START A SUCCESSFUL NEW BUSINESS OR SHARPLY

INCREASE BUSINESS RESULTS IN THE SHORT TERM


2. (Follows) COACHING IN ORGANIZATIONS:

PERSPECTIVES

ORGANIZATIONAL SYSTEM

BUSINESS ENVIRONMENT

THE 3 SYSTEMS INTERACT AND EVOLVE JEOPARDIZING THEIR TOTAL FIT: THIS IS WHY COACHING WAS AND STILL IS NEEDED

PERSON


E N V I R O N M E N T

PERFORMANCE

2. (Follows) THE CLASSICAL VIEW OF THE

INTERACTION BETWEEN INDIVIDUAL AND ORGANIZATION

Ø  STRATEGIES

Ø  POLICIES

Ø  STRUCTURE

Ø  OPERATIONAL SYSTEMS

Ø  RELATIONAL STYLES

Ø  CULTURE


ROLE

PERSON • MOTIVATIONS • NEEDS • VALUES • ATTITUDES • COMPETENCIES


2. (Follows) THE BALANCE BETWEEN SYSTEMS TODAY


THE ORGANIZATION SYSTEM MAY BECOME A BUREAUCRATIC BURDEN OR A VERY SLOW LEVERAGE


STRONG IMPACT OF THE PERSON ON BUSINESS

PERSON


PERSON • VALUES

•  NEEDS

•  MOTIVATIONS

•  COMPETENCIES

• THREATS/OPPORTUNITIES • TECHNOLOGY REVOLUTION • GLOBAL ECONOMY • COMPETITIVE CHALLANGES

2. (Follows) THE PRESENT TURBULENCE AND COMPLEXITY

• STRATEGIES • ORGANIZZATIONAL STRUCTURE

• CULTURE • OPERATIVE SYSTEMS • PROCESSES • LEADERSHIP STYLE • POWER DYNAMICS

BUSINESS PROCESS/PRODUCTS/TARGETS

IMPROVEMENT OR INNOVATION!!!!!!

THE PERSONS MAKE THE DIFFERENCE SCOA-A NEW FRONTIER OF COACHING_27052015 9 di 24

2. (Follows) A BUSINESS CENTERED PERSPECTIVE


KEY VARIABLES


PEOPLE •  COMPETENCIES •  BEHAVIOURS

•  BUSINESS MODEL •  TARGET CLIENTS •  PRODUCTS LINE •  BUSINESS PROCESSES


3. THE OPPORTUNITY FOR A COACH

ORGANIZZATIONAL SYSTEM

BUSINESS CONTEXT

BUSINESS COACHES MUST DEVELOP NEW COMPETENCES AND METHODS, ADDING ON THE PREVIOUS ONES

COACHEE

COACH

SUPPORT COACHEES IN BUSINESS CREATING,

TRANSFORMING OR INNOVATING

AND ORGANIZATION DESIGNING OR CHANGING

COACHEE


3. (Follows) KEY REQUIREMENTS OF A BUSINESS COACH

MASTERY OF A PROFESSIONAL APPROACH TO BUSINESS COACHING:

Ø  KNOWLEDGE OF THE PRESENT BUSINESS WORLD CRITICAL

FACTORS AND TRENDS AND ABILITY TO SHARPLY READ THE

SPECIFIC BUSINESS CONTEXT

Ø  UNDERSTANDING OF BUSINESS INNOVATION PROCESSES

Ø  AWARENESS AND ABILITY TO MANAGE THE EMOTIONAL AND

COGNITIVE DIMENSIONS IMPLIED BY THE DYNAMICS OF

PERSONAL, PROFESSIONAL AND ORGANIZATIONAL CHANGE


3. (Follows) THE CHALLENGES

Ø  MULTIPLE AND DIVERSIFIED KNOWLEDGE BASES AND

EXPERTISE

Ø  DIFFICULT AND UNCERTAIN BALANCING BETWEEN COACHING

AND CONSULTING OR TEACHING APPROACH

Ø  AWARENESS AND ABILITY TO MANAGE BOTH THE EMOTIONAL

AND COGNITIVE DIMENSIONS IN ONESELF AND THE COACHEES


4. AN ANSWER: “BUSINESS PROJECT COACHING”

Ø  “BUSINESS PROJECT COACHING”: A PECULIAR COACHING

PROGRAM AIMING AT SUPPORTING COACHEE TO IMPROVE BOTH

BEHAVIOURS AND BUSINESS RESULTS THROUGH A SPECIFIC AND

EXPLICIT PROJECT

Ø  “BUSINESS PROJECT COACHING” MAINTAINS THE COACH BASIC

PRINCIPLE: AVOID TAKING CHARGE OF THE RESPONSIBILITIES

OF THE COACHEE AS A PROJECT MANAGER BUT FULLY

UNDERSTAND THE FIELD CHALLENGES THE COACHEE IS FACING

AND STIMULATING HIS/HER AWARENESS AND DEVELOPMENT BY

MEANINGFUL AND CHALLENGING QUESTIONS


5. KEY FEATURES OF “BUSINESS PROJECT COACHING”

A. THE PROCESS OF “BUSINESS PROJECT COACHING”

B. THE VALUE RESULTS OF “BUSINESS PROJECT COACHING”

C. MODELS AND TOOLS APPLIED DURING THE PATH OF

“BUSINESS PROJECT COACHING”


5. (Follows) KEY FEATURES A. THE PROCESS: PHASES OF A NEW BUSINESS PROJECT

GENERATION OF A NEW BUSINESS IDEA

SET UP OF A PROJECT

PROJECT DEVELOPMENT AND VALIDATION

PROJECT IMPLEMENTATION

CHECK OF RESULTS


1

START

Business Project draft

E X I T

Business Project Validation

CompetencIes and resources acquisition or development plan

Project GO - NO GO decision

Project implementation Process

5. (Follows) A: THE 7 STEPS PROCESS OF BUSINESS PROJECT COACHING

5 SUPPORT TO PROJECT DEVELOPMENT

4 DIAGNOSIS OF NEEDED AND AVAILABLE COMPETENCES AND RESOURCES

6 SUPPORT TO IMPLEMENTATION MANAGEMENT

2 EXPLORATION OF NEW BUSINESS OPPORTUNITIES AND SUPPORT TO NEW IDEAS GENERATION

7 CHECK OF RESULTS

3 SUPPORT TO THE PROJECT SET UP

DESIGN

DEVELOPMENT

IMPLEMENTATION


5. B: THE VALUE RESULTS OF “BUSINESS PROJECT COACHING”

THE “BUSINESS PROJECT COACHING” FORMAT MAY BE USED AS AN INDIVIDUAL COACHING SERVICE WHOSE OUTCOMES CONSIST BOTH IN AN IMPROVED EFFECTIVENESS AND EFFICIENCY OF A PRODUCT OR A PROCESS, AND IN A RICHER COMPETENCY AND PERFORMANCE OF AN EXECUTIVE. ITS MAXIMUM VALUE IS ACCOMPLISHED WITH A TEAM COACHING SETTING. THE REASON: IN THIS SITUATION IT HAS AN IMPACT ON ORGANIZATIONAL LEARNING AND PRACTICE. ITS VALUE IN THIS CASE LIES IN THE ACTIVATION OF THE KNOWLEDGE CREATION PROCESS THROUGH THE 4 PHASES OF THE NONAKA-TAKEUCHI MODEL: SOCIALIZATION, EXTERNALIZATION, COMBINATION, INTERIORIZATION. Ø  COACHING IS A POWERFUL LEVERAGE FOR SUPPORTING THE MOVING ON THROUGH THESE 4 PHASES


6. SOME MODELS AND TOOLS. INNOV-ACTION: A MODEL OF THE INNOVATION

AND CHANGE PROCESS

SOLUTION EXPRESSION

IMPLEMENTATION

IN THIS MODEL, CONCEPTION, SOLUTION, EXPRESSION AND IMPLEMENTATION ARE VIEWED AS THE 4 ESSENTIAL LEVERAGES REQUIRED BY INNOVATION AND CHANGE


6. (Follows) THE PROCESS AND THE TOOLS

CONCEPTION IMPLEMENTATION EXPRESSION SOLUTION

Ø  CREATIVITY TECHNIQUES

Ø  VALIDATION CRITERIA

Ø  “PROACT” PROBLEM SOLVING MODEL

(PROBLEM-OBJECTIVE-WAY-ACTION)

Ø SYSTEMIC SUSTAINABILITY CHECK

(COMPETENCES-RESOURCES-COSTS/

BENEFITS)

Ø  BODY ENERGETICS

Ø  MINDFULLNESS

Ø  LOGICAL STRUCTURE

Ø  ENGAGEMENT STIMULA

Ø PROJECT MANAGEMENT Ø CHANGE MANAGEMENT Ø PROGRESS CHECKING

THESE TOOLS MAY RECUR IN EVERY STEP OF THE PROCESS


7. SOME CASES

THE ISSUES THE INTERVENTION

FOOD MULTINATIONAL

SLOW INNOVATION PROCESS IN THE OPERATIONS AREA

STRONG FUNCTIONAL ORIENTATION OF IMPLIED ACTORS AND DIFFICULT COOPERATION

EMERGING MARKET OPPORTUNITIES ALL OVER THE WORLD WITH DIVERSE NUTRITION HABITS/TASTES

18 MANAGERS FROM THE IMPLIED FUNCTIONS (PRODUCT AND PROCESS ENGINEERING, PRODUCTION, QUALITY ASSURANCE) INVOLVED IN 6 TEAM COACHING DAYS, 12 HOURS OF INDIVIDUAL COACHING AND 24 HOURS OF PROJECT TEAM COACHING FOR EACH OF THE 3 PROJECT TEAM.

6 PROJECT IDEAS WERE CREATED AND SELECTED BY THE OVERALL GROUP AND THE 3 FINAL PROJECTS WERE VALIDATED AND CHOSEN BY THE OPERATIONS STEERING COMMITTEE.

THEIR CONTENT AIMED AT REDEFINE SOME OF THE 3 PRODUCT COMPONENTS IN ORDER TO REDUCE COSTS AND IMPROVE QUALITY. THE PROGRAM LASTED 1 YEAR.

ITALIAN INSURANCE COMPANY

LOW PRODUCTIVITY AND LITTLE COOPERATION WITHIN THE ADMINISTRATION FUNCTION

30 HOURS OF INDIVIDUAL COACHING OF THE EXECUTIVE IN CHARGE OF THE FUNCTION INCLUDING 10 HOURS FOR A SHARED COMPETENCIES ASSESSMENT, 4 HOURS FOR DEFINING AN INDIVIDUAL DEVELOPMENT P L A N A N D I D E N T I F Y I N G A P R O J E C T O F O R G A N I Z A T I O N A L R E D E S I G N A N D P R O C E S S IMPROVEMENT, 16 HOURS FOR SUPPORTING THE IMPLEMENTATION AND CHECKING RESULTS

MEDICAL SYSTEMS MULTINATIONAL

SCARCE COHESION AND INTEGRATION AMONG THE GENERAL MANAGERS OF 6 P&L DIVISIONS

5 DAYS OF TEAM COACHING, 16 HOURS OF INDIVIDUAL COACHING, 15 HOURS OF BUSINESS PROJECT COACHING FOR EACH OF THE 2 PROJECTS.

PROJECT CONTENT: INTEGRATED OFFER BY DIVISIONS


7. (Follows) EXAMPLES OF TOOL APPLICATION

PROJECT CARDS

A SET OF CARDS, TO BE USED IN TEAM PROJECT COACHING EACH CARD DESCRIBES AN ESSENTIAL FEATURE OF PROJECT FUNCTIONING SUCH AS: PROJECT ORGANIZATION; PROJECT ACTIVITIES; PROJECT TOOLS; TEAM PROCESS TO BE DISTRIBUTED BY CHANCE TO ALL TEAM MEMBERS AND EXCHANGED THROUGH A NEGOTIATION PHASE. THEN MAINTAINED FOR THE SESSION OR A FEW SESSION THE GOAL IS GETTING ACQUAINTED WITH PROJECT MANAGEMENT IN A CREATIVE AND PLAYFUL WAY

GYM

AN ASSIGNED AND AGREED HOMEWORK TO INDIVIDUAL OR A SUBGROUP TO BE ACCOMPLISHED BETWEEN SESSIONS IN ORDER TO PROGRESS WITHIN THE PLANNED ACTIVITIES TO BE DELIVERED AND DISCUSSED IN THE SUCCEEDING SESSION


7. (Follows) EXAMPLE OF TOOLS: PROJECT CARDS


8. HOPES AN DOUBTS

HOPES

DOUBTS


Download - INOC Meeting - A new frontier of coaching; Business Project Coaching

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