The challenge is clear: the life cycles of products and services are becoming increasingly shorter as a result of increasing competition, as well as rapid technological developments.
Unfortunately, our traditional, linear product development processes, are not designed to heed these challenges. This approach, in which new products and services need to run an internal hurdle race in the form of sequential reviews by different business functions, causes delays, a waste of (scarce) resources, and, last but not least, internal rivalry. A rivalry that stems from the fact that the different functions involved in the decision-making process feel they need to prove their added value.
To make matters even more complicated, the competitive landscape is fundamentally shifting: from product development to business model development, and from product portfolio management to business model portfolio management.
In ‘Augmented Collaboration, how teams and AI work together’ Patrick van der Pijl, Patrick Kooij, Alex Knezevic, and Erik van der Pluijm, together with hundreds (!) of co-authors, provide a highly practical (I would almost say ‘hands-on’) guide, on how to successfully address these challenges through a new, customer centric, collaborative, and IT enabled methodology.
I recently had the pleasure of having a conversation with one of the key authors of the book, Patrick van der Pijl, prior to the official release of the book.
Like any industry, the executive coaching industry needs to adapt itself to stay relevant.
For executive coaches, this means—among other things—reconsidering the classic boundary between executive and “life” coaching in a post-COVID-19 world, navigating generational differences (from a long series of face-to-face discussions with baby boomers, to crisp, powerful virtual interventions for Gen Z members), integrating AI (potentially alongside wearables), and acknowledging their Corporate Social Responsibility (CSR).
I recently discussed these topics with Stefan Stenzel, who has been active in the coaching world since the early 2000s and published ‘Die Zukunft des Coaching-Business’ (The Future of the Coaching Business) in 2022. A follow-up book will be published in the first quarter of 2027.
A red thread throughout the interview was Stefan’s advice for executive coaches to differentiate themselves. Asking (only) thoughtful questions is not enough anymore!
In our conversation, we covered the following topics:
The diminishing boundary between executive and ‘life’ coaching
Do different generations have different coaching needs?
The application of ‘wearables’ in executive coaching
AI: A competitor to executive coaches?
Hybrid coaching (Human + AI)
Technology & data privacy
Developments in organizational structures & leadership
The corporate social responsibility of executive coaches
► You can watch or listen to a podcast with our conversation on:
➡️ No time to watch or listen to the podcast now? Here is a short summary of the key points of our conversation:
Dirk Verburg: In your provocative book, ‘Die Zukunft des Coaching-Business ’you argue that boundaries between work and private life are dissolving, accelerated by COVID-19. Does this mean the distinction between business and life coaching is obsolete?
Stefan Stenzel: Have they ever truly been separate? Executive coaches find that the more senior a client is, the more private life enters discussions. Working long hours impacts health, family, and relationships. The boundary has always been artificial. Organizations like the ICF established “business coaching” partly to protect a lucrative market and create a unique selling proposition. Behind the curtain, executive coaching always touches on personality and private life. To be a responsible coach, you must help clients identify where they draw their energy beyond just business success.
Dirk Verburg: If an executive coach discovers that the root cause of work issues stems from someone’s private life, is it legitimate to explore this in the context of a commercial relationship with the sponsor (the company of the coachee)?
Stefan Stenzel: The client serves as the guide and boundary for these questions, and you must be sensitive to that. If you are unsure whether you are crossing into a space that is too private, simply ask. You will get an immediate answer through interaction and negotiation.
Dirk Verburg: Are there situations where you must consult the sponsor, or ask the client to do so?
Stefan Stenzel: It is always a negotiation, and everyone involved should be comfortable with the outcome. That discussion process can even become part of the coaching intervention itself by introducing another perspective.
Dirk Verburg: You wrote that coaching needs to be adapted across generations, in content as well as in terms of format. Could you elaborate on what this means for baby boomers, millennials, and Generation Z?
Stefan Stenzel: Generation Z consumes information primarily via smartphones. For them, processes must be seamless—from engaging a coach to making payments. They value authenticity and will evaluate you quickly, shifting to another coach if they are unsatisfied because options are abundant. Furthermore, human coaching must offer distinct value beyond AI. You cannot just ask basic questions and provide generic to-do lists; attention spans are shorter, so you must be impactful, sharp, and directly to the point. Clients need to experience immediate value from your presence.
Dirk Verburg: You mentioned the use of ‘wearables’ to collect data, for instance, a coachee’s heart rate during stressful interactions. Do you expect these tools to become standard for coaches?
Stefan Stenzel: Younger generations naturally wear smartwatches, making them a smooth entry point for data collection. Coaches can integrate wearables to measure long-term impact. For instance, tracking heart rate changes during public speaking before and after a six-month coaching program provides tangible evidence of progress. Combining wearables with technologies like Virtual Reality—which simulates high-stakes environments and tracks eye movement—allows coaches to demonstrate measurable results, building credibility over “wannabe” coaches.
Dirk Verburg: What is your perspective on AI? Is, or will AI be, a direct competitor of Executive Coaches?
Stefan Stenzel: Currently, generative AI is too talkative and acts like a beginner. Professional coaching requires silence, precise timing, and carefully calibrated provocation—not rushing into simplistic consulting or surface-level management models. AI struggles with complex executive realities, paradoxes, and ambiguous situations where no single right answer exists. More importantly, the coach’s unique personality and personal brand act as the core tool. Human coaches add value by challenging mindsets in real-time, helping leaders navigate deep complexity rather than relying on basic templates.
Dirk Verburg: Do you foresee hybrid modes of coaching, where AI serves as a first-line coach before transitioning to a human coach?
Stefan Stenzel: Yes, hybrid and on-demand coaching are the future. Clients will increasingly arrive having already interacted with AI. Interweaving AI between, before, or after sessions keeps clients engaged with their goals. The key is embedding AI thoughtfully to maximize client impact.
Dirk Verburg: Are professional coaching bodies adequately addressing AI literacy, data privacy, and ethical boundaries, or do we still have a long way to go?
Stefan Stenzel: Associations like the ICF have started developing guidelines, but the true test will be making AI literacy and ethics standard in all coaching curricula. Professional coaches must proactively discuss data protection and boundaries with clients. Transparency and strong ethical standards will ultimately differentiate true professionals from amateur coaches.
Dirk Verburg: How are organizational leadership styles evolving, and how can executive coaches best support their clients through these changes?
Stefan Stenzel: We are moving toward “agentic organizations,” where AI manages end-to-end business processes. As AI generates vast, complex, and sometimes controversial options, a leader’s primary role shifts toward complex decision-making and ethical judgment. Because AI can handle analysis and conceptual work, human managers must focus on implementation, change management, and leading hybrid teams of humans and synthetic entities. Personal authenticity will be essential. Coaches must help leaders navigate these paradoxical realities and understand AI’s limitations, including biases and hallucinations.
Dirk Verburg: Do you think coaches are adequately aware of their Corporate Social Responsibility, given that their work with senior executives indirectly impacts thousands of employees?
Stefan Stenzel: Coaching bodies rarely discuss politics or broader societal issues, preferring to focus on immediate client goals. However, coaches must become more aware of their broader impact. While coaches should not impose political views, they must be equipped to discuss ethical and societal dimensions when clients face major decisions, such as restructuring. Taking a principled stand, encouraging long-term perspective, and helping clients weigh societal impacts separates human coaches from AI, which merely flatters the user.
► About Stefan Stenzel
Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in Business Administration. He has nearly 30 years of experience in People and Organizational Development.
Since 2001, he has been working at SAP SE as an HR Senior Expert for Learning within the Global Leadership Development team across various areas of responsibility.
Following his initial coaching training in 1998, he has served as an internal coach at SAP since 2002. With short interruptions, he manages the global pool of external coaches across all management levels and is currently implementing a coachbot to complement the service portfolio.
He co-founded DBVC e.V. in 2004, and in 2023, he co-founded the “Future of Coaching” Think Tank alongside Dr. Uwe Böning.
Finally Stefan is the author of various publications on the future of coaching.
🚫 Many organizations mistakenly relegate Learning & Development (L&D) to a “nice-to-have” status. It’s seen as something every HR organization needs to have (if only for the optics), but often the prevailing attitude is that, while great L&D is a pleasant surprise, if it falls short, there’s no serious harm done to the organization.
❗This is often reflected in bland L&D offerings, which, more often than not, are so generic, that they fail to address the strategic issues organizations need to address
⁉️ However, what would happen if organizations truly would treat Learning & Development as a strategic instrument?
🎙️ In the 29th episode of the Leadership 2.0 podcast, I interview Nick van Dam about ‘The Strategic Value of Learning & Development’. Nick van Dam is an internationally recognized thought leader, advisor, executive coach, researcher, facilitator, and best-selling (co-) author of more than 29 books on Leadership, Organizational Behavior, and Corporate Learning & Talent Management.
► During our conversation, we discussed the following topics:
Earlier this week, one of the most important business books on the Future of Work was published by Harvard Business Review Press: ‘Employment Is Dead: How Disruptive Technologies Are Revolutionizing the Way We Work’ by Deborah Perry Piscione and Josh Drean.
The central theme of this book is that traditional employment models are becoming outdated due to the evolving needs and expectations of the modern workforce, in combination with, and enabled by, disruptive technologies.
This will lead to the end of the traditional employment model, as well as the traditional form of companies, as we know them today.
Monday, just hours before the book was released, I had the chance to interview Deborah Perry Piscione for my Leadership 2.0 Podcast.
► In our conversation, we touched on the following topics:
The image of the banking industry has been severely tarnished by the financial crisis (2007-2008), which led to increasing regulatory and compliance demands. At the same time, the industry is experiencing emerging competition from FinTechs, evolving business models, and disruptive technologies.
In light of these challenges, I recently spoke with Ralph Hamers, to explore his views on what effective leadership in the banking sector entails.
In our conversation, we touched on the following topics:
In many recruitment processes, human beings are reduced to commodities, and human dignity has become an afterthought.
More often than not, recruitment has become a volume-driven exercise, where metrics like ‘time to fill’ have replaced the craftsmanship essential for identifying the best candidate for the role. As a result, candidates often find these processes unsatisfactory, as their potential unique contributions and value to organizations are not adequately recognized.
FOUND, a Swiss-based start-up company, wants to disrupt this traditional approach to recruitment. I recently interviewed Victor Akwunwa, the Chief Sales Officer of FOUND for my Leadership 2.0 podcast.
During our conversation, we discussed the following topics:
I coach several people who are looking for another role, and it seems that the user satisfaction with the average recruitment process is even worse than in 2018, when I wrote a blog post with the title: ‘Recruiters should stop spraying and praying’.
In this post I wrote ‘We should therefore not be surprised if, in the near future, recruitment will become an AI-fuelled war between recruiting bots used by corporate recruiters, and application bots used by candidates.’
Today it looks like my predictions have become reality.
A ’sub-optimal’ candidate experience
What are the frustrations on the supply side of the market i.e. from the candidates? Here are the things I hear from my coachees:
Dirk Verburg 