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
info@schoolofcoaching.it – 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:
 EACH YEAR IN ITALY MORE THAN 300.000 NEW START UPS ARE BORN
 A SIMILAR NUMBER OF ENTERPRISES DIE
 MOST OF BIG CORPORATIONS HAVE REDUCED THEIR HEADCOUNTS IN
EUROPE IN THE LAST 10 YEARS
 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
 OUT OF THE 10 COACHEES I HAD IN 1997, ALL EXECUTIVES IN LARGE
CORPORATIONS, 6 HAVE TODAY THEIR OWN ENTERPRISE
SCOA-A NEW FRONTIER OF COACHING_27052015
3 di 24
2. (Follows) THE PRESENT SCENARIO
IN
SYNTHESIS

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

LAUNCHING ONE’S OWN ENTERPRISE HAS BECOME
A MASS PHENOMENON
SCOA-A NEW FRONTIER OF COACHING_27052015
4 di 24
2. COACHING IN ORGANIZATIONS: PERSPECTIVES
 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
 THE CLIENT EXPECTATIONS OF THEIR KEY PEOPLE WERE
• IMPROVED PERFORMANCE
• STRONGER COMPETENCIES
 BUT TODAY ANOTHER SIGNIFICANT NEED IS EMERGING:
START A SUCCESSFUL NEW BUSINESS OR SHARPLY
INCREASE BUSINESS RESULTS IN THE SHORT TERM
SCOA-A NEW FRONTIER OF COACHING_27052015
5 di 24
2. (Follows) COACHING IN ORGANIZATIONS:
PERSPECTIVES
BUSINESS ENVIRONMENT
ORGANIZATIONAL SYSTEM
PERSON
THE 3 SYSTEMS INTERACT AND EVOLVE
JEOPARDIZING THEIR TOTAL FIT: THIS IS WHY
COACHING WAS AND STILL IS NEEDED
SCOA-A NEW FRONTIER OF COACHING_27052015
6 di 24
2. (Follows) THE CLASSICAL VIEW OF THE
INTERACTION BETWEEN INDIVIDUAL AND ORGANIZATION
E N V I R O N M E N T
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
 STRATEGIES
ROLE
 POLICIES
S
Y
 STRUCTURE
S
T
 OPERATIONAL SYSTEMS
E
M
 RELATIONAL STYLES
 CULTURE
SCOA-A NEW FRONTIER OF COACHING_27052015
PERSON
•MOTIVATIONS
•NEEDS
•VALUES
•ATTITUDES
•COMPETENCIES
P
E
R
F
O
R
M
A
N
C
E
7 di 24
2. (Follows) THE BALANCE BETWEEN SYSTEMS TODAY
BUSINESS ENVIRONMENT
ORGANIZATIONAL SYSTEM
PERSON
STRONG IMPACT OF THE PERSON ON BUSINESS
THE ORGANIZATION SYSTEM MAY BECOME A
BUREAUCRATIC BURDEN OR A VERY SLOW LEVERAGE
SCOA-A NEW FRONTIER OF COACHING_27052015
8 di 24
2. (Follows) THE PRESENT TURBULENCE AND
COMPLEXITY
• THREATS/OPPORTUNITIES
•TECHNOLOGY REVOLUTION
•GLOBAL ECONOMY
•COMPETITIVE CHALLANGES
• STRATEGIES
• ORGANIZZATIONAL
STRUCTURE
• CULTURE
• OPERATIVE SYSTEMS
• PROCESSES
• LEADERSHIP STYLE
• POWER DYNAMICS
PERSON
BUSINESS
PROCESS/PRODUCTS
/TARGETS
IMPROVEMENT OR
INNOVATION!!!!!!
• VALUES
• NEEDS
• MOTIVATIONS
• COMPETENCIES
THE PERSONS MAKE THE DIFFERENCE
SCOA-A NEW FRONTIER OF COACHING_27052015
9 di 24
2. (Follows) A BUSINESS CENTERED PERSPECTIVE
BUSINESS ENVIRONMENT
ORGANIZATIONAL SYSTEM
KEY VARIABLES
• BUSINESS MODEL
• TARGET CLIENTS
• PRODUCTS LINE
• BUSINESS PROCESSES
PEOPLE
• COMPETENCIES
• BEHAVIOURS
SCOA-A NEW FRONTIER OF COACHING_27052015
10 di 24
3. THE OPPORTUNITY FOR A COACH
SUPPORT COACHEES IN BUSINESS CREATING,
TRANSFORMING OR INNOVATING
AND ORGANIZATION DESIGNING OR CHANGING
BUSINESS CONTEXT
ORGANIZZATIONAL SYSTEM
COACHEE
COACHEE
COACH
BUSINESS COACHES MUST DEVELOP NEW COMPETENCES
AND METHODS, ADDING ON THE PREVIOUS ONES
SCOA-A NEW FRONTIER OF COACHING_27052015
11 di 24
3. (Follows) KEY REQUIREMENTS
OF A BUSINESS COACH
MASTERY OF A PROFESSIONAL APPROACH TO BUSINESS COACHING:
 KNOWLEDGE OF THE PRESENT BUSINESS WORLD CRITICAL
FACTORS AND TRENDS AND ABILITY TO SHARPLY READ THE
SPECIFIC BUSINESS CONTEXT
 UNDERSTANDING OF BUSINESS INNOVATION PROCESSES
 AWARENESS AND ABILITY TO MANAGE THE EMOTIONAL AND
COGNITIVE DIMENSIONS IMPLIED BY THE DYNAMICS OF
PERSONAL, PROFESSIONAL AND ORGANIZATIONAL CHANGE
SCOA-A NEW FRONTIER OF COACHING_27052015
12 di 24
3. (Follows) THE CHALLENGES
 MULTIPLE AND DIVERSIFIED KNOWLEDGE BASES AND
EXPERTISE
 DIFFICULT AND UNCERTAIN BALANCING BETWEEN COACHING
AND CONSULTING OR TEACHING APPROACH
 AWARENESS AND ABILITY TO MANAGE BOTH THE EMOTIONAL
AND COGNITIVE DIMENSIONS IN ONESELF AND THE COACHEES
SCOA-A NEW FRONTIER OF COACHING_27052015
13 di 24
4. AN ANSWER: “BUSINESS PROJECT COACHING”
 “BUSINESS PROJECT COACHING”: A PECULIAR COACHING
PROGRAM AIMING AT SUPPORTING COACHEE TO IMPROVE BOTH
BEHAVIOURS AND BUSINESS RESULTS THROUGH A SPECIFIC AND
EXPLICIT PROJECT
 “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
SCOA-A NEW FRONTIER OF COACHING_27052015
14 di 24
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”
SCOA-A NEW FRONTIER OF COACHING_27052015
15 di 24
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
SCOA-A NEW FRONTIER OF COACHING_27052015
16 di 24
5. (Follows) A: THE 7 STEPS
Project
implementation
Process
PROCESS OF BUSINESS PROJECT
COACHING
Project GO - NO GO
decision
CompetencIes and
resources acquisition or
development plan
E
X
I
T
5
SUPPORT TO
PROJECT
DEVELOPMENT
3
SUPPORT TO THE
PROJECT SET UP
2
EXPLORATION OF NEW
BUSINESS OPPORTUNITIES
AND SUPPORT TO NEW
IDEAS
GENERATION
1
START
6
SUPPORT TO
IMPLEMENTATION
MANAGEMENT
4
DIAGNOSIS OF NEEDED
AND AVAILABLE
COMPETENCES AND
RESOURCES
Business Project
Validation
Business Project
draft
7
CHECK OF
RESULTS
IMPLEMENTATION
DEVELOPMENT
DESIGN
SCOA-A NEW FRONTIER OF COACHING_27052015
17 di 24
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.
 COACHING IS A POWERFUL LEVERAGE FOR SUPPORTING
THE MOVING ON THROUGH THESE 4 PHASES
SCOA-A NEW FRONTIER OF COACHING_27052015
18 di 24
6. SOME MODELS AND TOOLS.
INNOV-ACTION: A MODEL OF THE INNOVATION
AND CHANGE PROCESS
IN THIS MODEL, CONCEPTION, SOLUTION,
EXPRESSION AND IMPLEMENTATION ARE VIEWED
AS THE 4 ESSENTIAL LEVERAGES
REQUIRED BY INNOVATION AND CHANGE
SCOA-A NEW FRONTIER OF COACHING_27052015
19 di 24
6. (Follows) THE PROCESS AND THE TOOLS
CONCEPTION
SOLUTION
EXPRESSION
IMPLEMENTATION
 CREATIVITY
TECHNIQUES
 “PROACT” PROBLEM
SOLVING MODEL
(PROBLEM-OBJECTIVEWAY-ACTION)
 BODY ENERGETICS
 ENGAGEMENT STIMULA
 VALIDATION
CRITERIA
SYSTEMIC
SUSTAINABILITY CHECK
(COMPETENCESRESOURCESCOSTS/BENEFITS)
 MINDFULLNESS
 LOGICAL STRUCTURE
PROJECT MANAGEMENT
CHANGE MANAGEMENT
PROGRESS CHECKING
THESE TOOLS MAY RECUR IN EVERY STEP OF THE PROCESS
SCOA-A NEW FRONTIER OF COACHING_27052015
20 di 24
7. SOME CASES
THE ISSUES
SLOW INNOVATION PROCESS IN
THE OPERATIONS AREA
FOOD
MULTINATIONAL
STRONG FUNCTIONAL
ORIENTATION OF IMPLIED
ACTORS AND DIFFICULT
COOPERATION
EMERGING MARKET
OPPORTUNITIES ALL OVER THE
WORLD WITH DIVERSE
NUTRITION HABITS/TASTES
ITALIAN
INSURANCE
COMPANY
LOW PRODUCTIVITY AND LITTLE
COOPERATION WITHIN THE
ADMINISTRATION FUNCTION
MEDICAL
SYSTEMS
MULTINATIONAL
SCARCE COHESION AND
INTEGRATION AMONG THE
GENERAL MANAGERS OF 6 P&L
DIVISIONS
SCOA-A NEW FRONTIER OF COACHING_27052015
THE INTERVENTION
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.
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
PLAN
AND
IDENTIFYING
A
PROJECT
OF
ORGANIZATIONAL
REDESIGN
AND
PROCESS
IMPROVEMENT, 16 HOURS FOR SUPPORTING THE
IMPLEMENTATION AND CHECKING RESULTS
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
21 di 24
7. (Follows) EXAMPLES OF TOOL APPLICATION
A SET OF CARDS, TO BE USED IN TEAM PROJECT COACHING
EACH CARD DESCRIBES AN ESSENTIAL FEATURE OF PROJECT
FUNCTIONING
PROJECT CARDS
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
AN ASSIGNED AND AGREED HOMEWORK
TO INDIVIDUAL OR A SUBGROUP
GYM
TO BE ACCOMPLISHED BETWEEN SESSIONS
IN ORDER TO PROGRESS WITHIN THE PLANNED ACTIVITIES
TO BE DELIVERED AND DISCUSSED IN THE SUCCEEDING SESSION
SCOA-A NEW FRONTIER OF COACHING_27052015
22 di 24
7. (Follows) EXAMPLE OF TOOLS: PROJECT CARDS
SCOA-A NEW FRONTIER OF COACHING_27052015
23 di 24
8. HOPES AN DOUBTS
HOPES
DOUBTS
SCOA-A NEW FRONTIER OF COACHING_27052015
24 di 24