Research results: Agility is not just hype, it is the company’s future
For the third time in a row, the Institute for Technical Product Development published a report entitled “Agile Development of Physical Products”. The different focal points – industrial practice, mechatronics and hardware development – show that agility is not just a selective hype, but a path that can lead into the future. A study by the University of Koblenz underlined the importance of agile project management and was able to prove that agile practices in companies are more successful than classic methods. And in a Kienbaum study from 2014-2015, agility was even declared as an essential means of survival. But are the agile trends completely replacing classic consulting services?
Management consulting becomes a consulting company
With a view to the wording, it was certainly a step towards renewal, towards more modernity. This is exactly what happened when the (external or internal) management consultant became the consulting employee. Consulting is either permanent or takes place selectively around a special project. Whether an external consultant takes on the challenges in the company in the course of the consulting contract, or whether an employee takes on the advisory function, depends on the company in question.
The basic tasks that a consultant has on the to-do list are the development of new markets, cost savings and the complete reorientation of the company. As a result, several fields of work have opened up, such as organizational consulting, strategy consulting, process consulting or management consulting (cf. https://de.wikipedia.org/wiki/Beratung). How much a consultant can achieve and achieve in the company depends on his rights and obligations. Philosophy, performance, strategy and decision-making powers are key parameters that determine the area of application.
Agile coaching is based on the work structure in the company
An agile coach will certainly follow the Montessori pedagogy to a certain extent, the motto of which – “help me to do it myself” – also seems to resonate with agile coaching. So it is by no means about presenting a ready-made, adaptable solution. Instead, the agile coach acts as a companion. Agile coaching focuses on the people, structures and processes in the company. Instead of looking for a “solution”, the focus is on adapting structures, processes, rights, roles and obligations. Agile coaching also takes into account the changing conditions in this society, in which the point is not to chisel long-term changes in stone, but to literally react “agilely” to process changes in order to map them in the company so that long-term success is achieved results.
The agile coaching, the trained, external consultants under https://agile.coach/de to represent and carry out in companies has very different facets. Reflection is a component of agile coaching. The reflection is the starting shot of agile coaching and a permanent characteristic, because observation and reflection are important engines in agile coaching. Depending on the results of the observation, various measures can then follow, such as special, selective training or long-term coaching. The first step, in which clear management instructions are reduced and the scope for decision-making becomes greater and more important, can be the strongest cut and is also supported by the knowledge that the unsympathetic, unscrupulous manager is not necessarily more successful than others. As a result, further details in the company will be adjusted, such as hierarchies, teams, roles as well as responsibilities, salaries and budget planning. Mentoring and facilitation are further accompanying moments in which the agile coach is actively involved in the company.
Conclusion: Not a transition but a branch
A look at the different approaches in consulting shows: There can be no talk (yet) of turning away from management consulting towards agile coaching. The corporate structures are still too diverse and clearly structured. Agile coaching could, however, gain in breadth and acceptance – wherever teams act instead of looking at the organizational chart after each instruction to check whether the instruction comes from the correct hierarchical level. It is also conceivable that new forms of the working world, such as the home office topic, which has become increasingly prominent in 2020, will result in changes in companies. This variable reaction to external circumstances then probably calls the agile coach onto the scene rather than the management consultant.