Rethinking the Future of Agile Coaching, Role Fluidity, and the Skills We Really Need

I recently led a workshop for a group of Lead Agile Coaches titled ‘Enterprise-wide Agile Transformation'. In one section, ‘People & Culture as Enablers of Enterprise Agility’, I found myself delivering what could have sounded like a bleak message for the future of their roles...That fewer organisations are hiring Agile Coaches by name.

But this doesn’t mean agile coaching is dead, it means that the skillset coaches have are valued everywhere.

You’ve probably heard the phrase “Agile is dead” recently. Personally, I don’t believe that’s true. Agile isn’t dead, it’s evolving. I believe we’re beginning to move away from what Martin Fowler called the Agile Industrial Complex, the commercialisation and rigid dogma that has held teams back for far too long.  I think the future heralds a positive return to a focus to what truly matters: people, collaboration, and adaptability…

It was a pleasure to speak on the panel at the Agile Lean ME Summit 2025 earlier this year, on the topic "Cultural Shifts: From Silos to Synergy."

In this article, I’ve pulled together some of my key reflections from the panel — from leadership stories to failed change efforts, and thoughts on the future of collaboration. I hope these insights resonate with others navigating similar transformation journeys.

In many organisations, psychological safety is not a given. Hierarchical, command-and-control cultures often foster fear of blame, discouraging teams from speaking openly, challenging decisions, or taking accountability. Yet conflict still exists, sometimes bubbling under the surface, sometimes erupting in ways that damage collaboration and productivity.

For Agile Coaches, this presents a unique challenge. How do we help teams resolve conflict when psychological safety is fragile?

Product development is nothing new but shifting from a delivery-first to a customer-first mindset? That’s where real transformation begins.

In my years working in delivery across tech consultancies and financial services, I’ve seen that shift firsthand. We were once laser-focused on scope, budget, and timelines, often building exactly what the client asked for, with little challenge to the brief. “Delivery at all costs” was the goal of our clients, and we met the challenge.

With discussions on the ‘death of agile’ circulating and many calling for a ‘return to basics,’ it’s essential to recognise the pivotal role leadership plays in either accelerating or impeding agile success. Agile, at its core, is about fostering an environment ripe for innovation, with high talent density and rapid delivery of customer value. However, without leadership fully committed to understanding and applying agile principles, transformations risk becoming empty gestures. 

Did you know November 23 is Fibonacci Day? In honour of this mathematical marvel, I’ve written a guide relative estimation techniques, including the Fibonacci sequence, to help Scrum teams tackle ambiguity and align better on effort estimations.

From T-shirt sizing to Planning Poker, I break down the pros and cons of different methods and offer practical steps to make your estimations more effective.

The ability to navigate cultural dynamics is more than just a skill, it’s a crucial asset for leaders, teams, and organisations aiming to thrive internationally. My passion lies in fostering cross-cultural intelligence (CQ) as a developmental tool that empowers people to adapt, collaborate, and succeed globally. Drawing from personal experience and insights from companies like Netflix, where adaptability and a strong People & Culture (P&C) function are embedded into their DNA, I’ve seen firsthand how cultural awareness can shape success. 

Agile is increasingly adopted across organisations in the GCC region, expanding well beyond software development. Yet, terms like Agile Adoption, Agile Transformation, and Digital Transformation are often used interchangeably, creating confusion around their implications and value. In this article I’ll unpack: Agile Adoption vs. Agile Transformation, Agile Transformation vs. Digital Transformation, Why mindset matters as much as methodology and How agile practices can drive effective digital transformation.

Agile-Leads has partnered with Agility Arabia to explore how agile ways of working are expanding beyond IT teams. With extensive experience in agile adoption, digital delivery, and business transformation, I joined forces with Agility Arabia to share our perspectives as like-minded leaders on the future of agility.

At the core of this article, we posed a question: Is the focus on scaling agility beyond tech teams increasing or declining?

Adaptability and resilience are now cornerstones of success in a post-COVID world, where hybrid work, digital transformation, and people-centric business models are the new norms. Amidst this shift, Emotional Intelligence (EI) and Emotional Agility are essential skills across all levels of leadership and team dynamics.

In these times of tech entrepreneurship and a "move fast, break things" mentality, it's not surprising that there are some high-profile examples of companies that, in their quest to push the envelope and drive innovation, have neglected the need for EI in their company cultures. In this article, we look at toxic companies built by maverick leaders who failed to develop their own EI and lacked the emotional agility to succeed, sometimes flatlining their own careers and, in other cases, causing their businesses to crash and burn.

Have you noticed more job specs that combine multiple roles, like Data Analyst, Digital Strategist, and Agile Coach, all into one? Do you think this trend is driven by cost-cutting measures, or is it a sign that businesses are seeking agile, multi-skilled talent to thrive in a fast-evolving market?

Imagine an HR department where cross-functional collaboration is the norm, not the exception. In my latest article, I explore how Agile HR is breaking down silos, transforming talent sourcing, and empowering teams to work in sync toward innovation and efficiency. Agile HR is more than just a buzzword, it’s a game-changer for organisations looking to foster speed, adaptability, and a people-first culture. 

With ICT investment and digital transformation efforts growing across the GCC, driven by initiatives like the ‘We are the UAE’ 2031’ Vision, many organisations still face challenges with legacy systems and rigid processes. As we move beyond a quieter-than-expected summer in the UAE, it’s worth reflecting on how businesses in the region can build resilience and agility through digital transformation, especially in today's uncertain economic landscape.

Are we stuck in 'change' inertia?  Reading through 2022 & 2023 reports from the Business Agility Institute, I was struck by a recurring theme: the top challenges companies face in their business agility journey have remained consistent over the last five years.

This could be seen as a grim reality. However, the new challenges highlighted in the 2023 report reveal that we're making progress, even if it’s not always apparent.

As most of us do over summer, I took some time to catch up on my reading, listening, and watching lists, especially reading Diana Larsen's book 'Lead without Blame'. This got me thinking about the environments where teams truly thrive. I started reflecting on how cultures of blame and fear can deeply impact organisations. In my latest article, I dive into some of the most extreme examples and explore the consequences when "Profits over People & Product" becomes the driving force in business.

Having a recent frustrating experience with my business banking provider made me question whether traditional banks are truly prepared to navigate the evolving landscape of banking and financial services. Which banks will ride the wave of change and flourish, and which will falter or fail?

John Deere was facing some significant challenges in 2019, and so decided to launch an agile transformation initiative.  Implementing Agile IT Manufacturing with Scrum@Scale, Scrum, DevOps and a modernised Tech stack. Results far exceeded targets.

In this series of articles we explore how global businesses have adopted Agile Manufacturing to embrace an Industry 4.0 world. In this article we look at Novo Nordisk and explore how an agile transformation helped meet demand surges in a rapidly shifting pharma industry, to reach a market value of $500bn.

Novo Nordisk needed to shift their approach to business operations to tackle some of their greatest business challenges including…