Why do organizations deploying a tailored systemic approach and leveraging their own human assets succeed better?

Why do organizations deploying a tailored systemic approach and leveraging their own human assets succeed better?

Today’s organizations are thriving in a VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world. Organizations are engaged in permanent changes, competition is global, innovation compulsory.

To meet the numerous challenges and the huge impact of economic globalization – digital transformation, multiculturalism and agility – both start-ups and major companies, are transforming, inventing and innovating within multi-cultural teams and ultra-modern organization structures. Many specialists are currently providing support for these changes, including organizational coaches who offer sound knowledge of both, systems and people. The coaching approach enables organizations to capitalize on their own internal resources in order to create new solutions to problems they face.

Major companies and starts-up would only succeed in increasing pace of transformation by focusing more on systemic approach and their untapped human asset

Yet, whilst some organizations were getting stronger in their processes, others experimented hard times, highly affecting their human resources, through arid and no-return pathways: disengagement, burn-out, violence…How could human be the engine of agile, adaptive, resilient and competitive organizations?

Nothing is permanent, people and businesses move. For decades, organizations have been calling for external resources to support their development and they today face limitations to succeed collectively. Some of those ‘all inclusive’ transformation packages have faced hard stop meeting organization’s collective unconscious, sometimes accelerating failure or missing the critical balance point to deliver promises. Mainly coming from technical and expert’s backgrounds, a huge part of their value proposal is based on new technologies, powerful algorithms or a robust project management approach.
A pivotal piece is regularly missing: people. It happens that the human capital is addressed as a consequence of the transformation that need to be ‘culturally adapted’ or as the last ‘building block’ of the transformation plan.

In the future, the capability to bring at the same level the human reservoir and the technology piece will be mandatory to succeed collectively. New generations behave differently to the collective relationships, requesting more sense of purpose, truthful human connection and new successful business strategies.

Coaching of Organizations: practicing collective accompaniment in a coaching posture

Coaching of Organizations is a practice of accompaniment of the organization understood as a complex, organized and delimited collectivity. It aims at strengthening the organization’s self-awareness and increasing its accountability and autonomy. The organization is supported by organizational coaches in order to decide of its mission and find answers by and in itself. Organizational Coaches are engaged into helping leaders and their organizations to address these challenges efficiently, enabling them in co-creating significant breakthroughs and new ways of succeeding collectively.

Organizational coaches are looking at the organizations as a gold mine of resources, creativity and innovation in emergence. Coaching of organizations is built upon psychosociology, sociology, and psychoanalysis diagnosis capabilities, as well as systemic analysis. It is also fed by inputs coming from recent researches in ‘learning organizations’ as well as collective intelligence practices.
Coaching of organizations is an integrative practice, intervening in organizations with a team of organizational coaches. They are individually and collectively supervised by specialized organizational supervisors. The organizational coach team’s aim is to integrate the different interventions deployed in an organization so as to lead to a more systemic vision.

During a mission, organizational coach’s team open forums to elaborate collectively about untapped resources, encouraging engagement, accountability and autonomy of actors. A coaching of organizations ‘mission is characterized by a multi-level intervention, from C-Level to operational grounds, across business units and different functions. It enhances the capability of the organization to look at itself as a whole ecosystem. It accompanies the organization in its cultural transformation by questioning limiting beliefs and misconceptions and favoring tension phenomenon’s reduction.

Coaching of organizations is neither a new management approach, nor a new key success factor methodology.

Mathilde Guillou
Secrétaire du CECORP
CEO & Founder, WAY2AUTONOMY

Pourquoi le coaching d’organisation constitue-t-il l’avenir du coaching en entreprise ?

Face aux pressions externes, aux enjeux concurrentiels, aux difficultés relationnelles, les entreprises ont proposées au cours des dernières décennies des solutions organisationnelles, managériales, puis de plus en plus dans la période récente en termes d’accompagnement, de coaching individuel et d’équipes.

Pour autant, ce recours, s’il est de plus en plus important, le marché du coaching se développant régulièrement, marque ses limites à la fois pour des raisons économiques – on ne peut mettre un coach derrière chaque manager et chaque équipe – et pour des questions d’efficience des démarches elles-mêmes.

En effet, le rythme de transformation parfois effréné que connaissent les entreprises requiert des dispositifs d’accompagnement favorisant la rapidité des transformations. Les interventions ponctuelles, successives et non coordonnées auprès de tel ou tel manager ou de telle ou telle équipe, sont ainsi un étai et un soutien précieux mais nécessitent des temps longs peu compatibles avec les rythmes des entreprises post-modernes et insuffisamment impactants pour les grandes organisations.
En outre, le développement très récent et rapide du mouvement des entreprises libérées montre combien il est urgent que les accompagnements ne concernent pas uniquement les dirigeants, quelques équipes et parfois certains managers en difficultés, mais puissent de manière directe et indirecte s’adresser à l’ensemble des membres de la communauté humaine que constitue l’entreprise.

Pour toutes ces raisons le coaching doit, comme d’autres approches, d’autres professions, faire sa révolution et passer du prisme individuel qui l’a constitué à un prisme collectif qui est l’essence même de l’entreprise. C’est en ce sens que le coaching d’organisation, par ses interventions réalisées en équipes de coachs supervisées, par son approche globale et multi-niveaux, par l’attention qu’il porte aux phénomènes systémiques, sociologiques mais aussi inconscients présents dans tout collectif, constitue à l’évidence l’avenir du coaching. Il répond au besoin de démocratisation du coaching à des populations qui aujourd’hui ne peuvent être concernées. Il mobilise des effets de levier et de synergie que n’apportent pas les coachings individuels et d’équipes. Il travaille à une montée en autonomie et en responsabilité de l’ensemble de la collectivité humaine qu’est l’entreprise. Enfin, il répond aux besoins d’accompagnement collectif de toutes les grandes transformations que vivent massivement les entreprises aujourd’hui.
Sans annuler les bienfaits des autres coachings qu’il intègre dans ses designs d’accompagnement, le coaching d’organisation est une approche à la fois plus globale, plus complète, qui permet de réinventer l’intervention en entreprise et de revisiter les autres coachings dans une perspective plus holistique et plus efficiente.
Oui, à l’évidence, le coaching d’organisation est l’avenir du coaching en entreprises.

Patrick Dugois
Membre d’honneur du CECORP
Directeur d’Athanor Executive Coaching