Consulting Engagement


My mission is to help my customers gain and sustain competitive edge. I provide agile training and consulting services in variety of areas and forms. Here is my operating model – the framework I use for consulting engagement.

Step 1 – Stage

  • 1–3 days visit in the company filled with conversations and observations. Interviews with all the key stakeholders – company leaders, team members, and any other interested parties. Researching the organizational structure, processes, policies and their impact on company effectiveness. Researching business context, product(s) and service(s), competition, and the needs. Assessing the state of agility.
  • A detailed report consisting of observations and recommendations regarding possible scope and form of the engagement.
  • Interactive workshop to process the findings and framing the change program.

Step 2 – Optimize

  • Day-to-day engagement in company activities.
  • This step could be limited to one selected team or project (start-small or pilot approach) or full-blown roll-out where number of consultants work in parallel with multiple teams and roles within the organization.
  • This step lasts from few months to few years depending on the starting point and scale of the company.

Step 3 – Inspect

  • Monthly progress assessments against previously agreed goals.
  • Quarterly assessments of the overall transformation progress summarized in a form of a report. I use custom assessments and licensed tool to create baselines and calculate patented Agility Index™ score.
  • Interactive workshop to process the findings and reframing change program if needed.


The modules below describe our consulting engagement guidelines. We present the areas we usually work on and the goals we strive to achieve with our customers. In a sense, it is our operating model. Each organization is different. Each transformation is different. Nevertheless, there are similarities and repeating patterns. We believe focusing on the areas and the goals listed below helps our customers to introduce the new way of working in a coherent and persistent manner.

One may use this document as a checklist but it is not excessively significant to reach each and every goal described here, particularly not in the order provided. What is way more important is the discussion around the goals. It is vital to agree on the meaning of the goals in the context of an organization. It is vital to decide on which goals will be reached, who will be involved, how the goals will be reached, by when and in what order. This discussion and actions taken as a follow up is precisely the goal of these guidelines. It is also the reason why a seasoned agile coach expertise may be helpful.