Andrea Provaglio

Agile Executive Coach, Agile Enterprise Coach, Keynote Speaker, Mentor

Affianco aziende ed organizzazioni, il cui business si basa sulla conoscenza e sull’innovazione (comprese aziende IT), a ripensare le proprie dinamiche organizzative, la loro struttura e mentalità, le loro pratiche e processi, così da permettere loro di fare business in modo più efficace nel 21mo secolo.Lavoro a stretto contatto con dirigenti, proprietari, manager e team operativi, and svolgo una serie di diverse attività che possono comprendere coaching individuale e di team, consulenza su specifiche pratiche e, occasionalmente, formazione “on the job”.
Mi interessano particolarmente i temi della leadership distribuita e dell’auto-organizzazione in aziende basate sulla conoscenza, un tema che tocca tutta una seria di aspetti, tra cui: strutture organizzative non convenzionali, capacità di comunicazione individuale e collettiva, e “social skill”. Inoltre, da oltre 10 anni sono un praticante Agile con clienti sia in Italia che all’estero.
In oltre 20 anni di esperienza professionale, prima nel settore IT poi nell’Agile in senso più ampio, ho collaborato, in tre diversi continenti, con organizzazioni che vanno dalla FAO (Nazioni Unite) fino ad aziende o start-up piccole e dinamiche. Ho una vasta gamma di esperienza, sia nel settore privato che pubblico e con culture diverse.
Risiedo in Italia ma ho anche lavorato per quattro anni negli Stati Uniti con un visto di tipo O-1 per “abilità straordinarie nelle scienze”.
Come parte delle mie regolari attività, mi piace condividere quello che so partecipando come speaker alle principali conferenze internazionali del settore.


 

TALK #ABD18

(presentato in lingua inglese)

 

Leading Within

A model for evolving individuals and organizations

 

Descrzione

Consciously evolving an organization requires, more than other things, leadership. That’s because leadership is the primary force for change. However, when it comes to thinking about, talking about and practicing leadership, we face two major obstacles. The first one is that different people may have very different ideas of what leadership is and means; the second one is that any leadership model, to be useful and effective, must be aligned with the values and operational framework of the context in which it’s applied.

So the question is: which leadership model is fit to highly adaptive organizations? and how can we help people master that model, for their own benefit as individuals and for the benefit of the social and business system they belong to?

That’s no trivial question, for many reasons. For instance, because leadership is frequently related (correctly or incorrectly) to specific organizational roles and power structures (formal and informal).

Also, the concept of leadership itself may tainted by our fascination with status (narcissistic leadership), sacrifice (heroic leaderhship), altruistic service (servant leadership), power and control (dictatorship) or extreme liberal values (exaggerated “democracy”).

Unfortunately, none of those preconceived assumptions and filters about leadership are really helpful when working in adaptive organizations.

I’ve been coaching teams and managers along their path towards agility for years and I’m happy to share some of the stories, insights and lessons I learned on the field, and give practical advice.

More specifically, I’ll suggest a technique that I’ve used in organizations to visualize and provide direction for change from a leadership perspective.

I’d also like to point out how leadership is, first of all, a personal journey of self-discovery, self-awareness, empathy and compassion — qualities that we we need to be connected with ourselves and with others, before we even start to think how and when we want to influence, from a leadership position, our environment.