employee from 01.01.2022 until now
Barcelona, Spain
VAK Russia 5.2.3
VAK Russia 5.2.4
VAK Russia 5.2.5
VAK Russia 5.2.6
VAK Russia 5.2.7
UDC 65
This article presents a methodology for building and developing an internal team of Agile coaches within the context of digital transformation in large organizations, with a specific focus on the banking sector in CIS countries. The author proposes a comprehensive approach combining external recruitment of experienced experts, internal reskilling of adjacent roles, the establishment of an internal Agile school, and the implementation of long-term development programs. The methodology has been validated through transformation initiatives in leading banks between 2019 and 2025. The results demonstrate reduced dependency on external consultants, increased coach retention and satisfaction, and improved employee trust in the transformation process. The proposed model ensures sustainable capability development and can be recommended for scalable digital transformation programs. Its practical value lies in its adaptability to organizational context and integration into existing HR and operational systems.
Agile coaching, digital transformation, banking sector, Agile Center of Excellence (Agile CoE), internal Agile school, coach recruitment, employee reskilling, competency development, organizational change, Agile methodology
1. Savchina O. V., Medina G. V. (2023) Tsifrovaia transformatsiia bankovskogo sektora v sovremennykh usloviiakh [Digital transformation of the banking sector in modern conditions] Vestnik Moskovskogo gorodskogo pedagogicheskogo universiteta. Seriia: Ekonomika. No. 2 (36): 55-67.
2. Blais C. (2023). Innovation in SMEs in times of crisis: The ability to reconcile formality, agility and speed. International Journal of Innovation and Technology Management, Vol. 20,No. 5. Available online: https://doi.org/10.1142/S0219877023420026 (accessed on 27 July 2025).
3. Peter M. K., Kraft C., Lindeque J. (2020) Strategic action fields of digital transformation // Journal of Strategy and Management. Vol. 13: 160–180. DOI: https://doi.org/10.1108/JSMA-05-2019-0070
4. Papusha D. A. (2024) Methods for assessing the digital maturity of banks in the context of digital transformation. Zhurnal regional'noi i mezhdunarodnoi konkurentosposobnosti, vol. 5, no. 4: 15-24.
5. Jovanović M., Mas A., Mesquida A.-L., and Lalić B. (2017) Transition of organizational roles in Agile transformation process: A grounded theory approach. Journal of Systems and Software, vol. 133: 174–194. DOI: https://doi.org/10.1016/j.jss.2017.07.008
6. Fuchs C. (2019) Adapting (to) Agile Methods: Exploring the Interplay of Agile Methods and Organizational Features. Proceedings of the 52nd Hawaii International Conference on System Sciences: P. 7027-7036. Available online: https://www.researchgate.net/publication/332614725_Adapting_to_Agile_Methods_Exploring_the_Interplay_of_Agile_Methods_and_Organizational_Features (accessed on 3 July 2025).
7. Parizi R. M., Gandomani T. J., and Nafchi M. Z. (2014) Hidden facilitators of agile transition: Agile coaches and agile champions. Proceedings of the 8th Malaysian Software Engineering Conference, MySEC: 246–250.
8. Paasivaara M., Behm B., Lassenius C., and Hallikainen M. (2018) Large-scale agile transformation at Ericsson: a case study. Empirical Software Engineering, vol. 23, no. 5: 2550–2596. Available online: https://link.springer.com/article/10.1007/s10664-017-9555-8 (accessed on 15 July 2025).
9. Papusha D. A. (2025) The strategy of forming an internal Agile expertise center to support digital transformation. Vestnik of Astrakhan State Technical University. Series: Economics. No. 2: 130-140. DOI: https://doi.org/10.24143/2073-5537-2025-2-130-140; EDN: https://elibrary.ru/PEDRVT
10. Salmen K., and Festing M. (2021) Paving the way for progress in employee agility research: a systematic literature review and framework. The International Journal of Human Resource Management, Vol. 33(22): 4386–4439. Available online: https://doi.org/10.1080/09585192.2021.1943491 (accessed on 10 June 2025).
11. Wright P. M., and McMahan G. C. (1992) Theoretical perspectives for strategic human resource management. Journal of Management, vol. 18, no.2: 295-320. Available online: https://doi.org/10.1177/014920639201800205 (accessed on 20 July 2025).
12. Bowles M., Bowes N., and Wilson P. (2019) Future-proof human capabilities: Raising the future employability of graduates. International Journal of Business and Social Science, vol. 10, no. 11: 18-29. Available online: https://www.researchgate.net/publication/337325709_Future-Proof_Human_Capabilities_Raising_the_Future_Employability_of_Graduates (accessed on 27 July 2025). DOI: https://doi.org/10.30845/ijbss.v10n9a2
13. Yadav G. N. S., ans Seranmadevi R. (2024) The digital transformation: Crafting customer engagement strategies for success. Digital technologies, ethics, and decentralization in the digital era: 80-89. Available online: https://doi.org/10.4018/979-8-3693-1762-4.ch005 (accessed on 30 June 2025).
14. Ahsan K., and Ho M. (2024) Analysis of Agile Project Manager Competencies From Recruitment Signals. IEEE Transactions on Engineering Management, vol. 71: 3892-3905. Available online: https://ieeexplore.ieee.org/document/9968166 (accessed on 1 August 2025). DOI: https://doi.org/10.1109/TEM.2022.3222037
15. Godinho T., Reis I.P., Carvalho R., and Martinho F. (2023) Onboarding Handbook: An Indispensable Tool for Onboarding Processes. Adm. Sci., vol. 13, no. 79. Available online: https://doi.org/10.3390/admsci13030079 (accessed on 29 June 2025).
16. Moh’d, S., et al. (2024) Agile human resource management: A systematic mapping study. German Journal of Human Resource Management, vol. 38 (4): 345-374. Available online: https://doi.org/10.1177/23970022231226316 (accessed on 16 July 2025).
