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Q&A with Andre Shojaie

Exclusive Trusted Magazine Q&A with Andre Shojaie, Senior Executive & Chief of Agile practices

How could you describe your career path in a few words?

Starting in the corporate hubs of Paris, London, and Montreal, I spent two decades leading business transformations in Europe and North America, navigating intricate regulatory and digital landscapes. After gaining deep insights in the corporate world, I founded HumanLearn in parallel, dedicated to propelling leaders and organizations to new heights. As a renowned executive coach, I have mentored high potentials from over forty countries, amplifying personal and organizational achievements. Being a member of Forbes, a sought-after global speaker, and a board member for various institutions, my mission is unwavering: To inspire greatness and fulfillment in an ever-evolving world.

How have agile practices reshaped the operational dynamics of companies? How do you think the events of the past two years, such as the global pandemic and the accelerated shift to digital, have influenced the adoption and adaptation of agile methodologies?

As agile methodologies gain traction, the emphasis isn't only on rapid adaptability to external changes but also on the emotional navigation within teams. This encompasses managing feelings, coping with swift transitions, and handling the intricacies of team interactions. Such an approach not only promotes adaptability but also enhances the well-being of employees by fostering a more understanding and supportive work environment. Concurrently, behavioral agility underlines the need for flexibility in roles and responsibilities. In an agile setting, employees must swiftly adapt to changing project requirements, underscoring the importance of versatility in actions. In today's ever-evolving landscape, these intertwined aspects of agility stand at the forefront, ensuring both external adaptability and internal stability, thus paving the way for a truly agile organization.

Additionally, the global pandemic forced many organizations to swiftly pivot to remote work, highlighting the need for flexible and adaptable operational frameworks. Agile methodologies, with their inherent emphasis on rapid response to change, naturally became a go-to approach for many. Furthermore, the accelerated shift to digital meant that businesses had to be even more responsive to user needs and technological shifts, further cementing the value and relevance of agile practices in such a context.

How do you prioritize the human element amidst rapid digital transformations and agile methodologies? How do you see the role of leadership evolving in this dynamic context?

In the midst of rapid digital transformations, the human element remains central. Agile and digital tools enhance human potential, not overshadow it. It's essential for leaders to foster communication, trust, and personal growth, using technology as an enabler, not a dominator. As we navigate this digital age, leadership's role is not just to direct but to mentor and inspire, upholding values that prioritize team well-being and growth. Emotionally intelligent leadership has become paramount in maintaining this balance.

Will agile practices continue to generate interest? What challenges do you see in the context of deploying these practices?

Agile practices will undoubtedly continue to capture organizational interest, especially as they intersect with technological advancements like Artificial Intelligence (AI). AI's predictive capabilities and data analytics can supercharge agile methodologies, offering insights to drive faster, more informed decisions and streamline processes. For example, AI can automate repetitive tasks within the agile process, allowing human teams to focus on creative problem-solving and innovation.

However, integrating AI introduces its own set of challenges:

  • Complexity in Implementation: Deploying AI solutions within agile teams requires specialized expertise and may add layers of complexity to projects.

  • Ethical Considerations: As AI solutions contribute to decision-making, ethical implications, such as biases in algorithms, need careful attention within the agile framework.

  • Continuous Learning: AI models evolve and learn continuously. Incorporating this dynamism into the agile feedback loop is essential but can be challenging.

  • Dependence on Data: Agile practices emphasize quick iterations, while AI relies heavily on vast datasets. Balancing the need for speed with data-driven AI outputs can pose challenges.



Looking ahead, what excites you the most about the next chapter for businesses, leaders, and agile methodologies worldwide?


The convergence of human-centric leadership and cutting-edge technology genuinely excites me. As agile practices evolve, intertwined with advancements like AI, there's immense potential to redefine how businesses operate. This fusion promises more responsive, adaptable organizations, but also ones that deeply value and prioritize their people's growth and well-being. It's a transformative era, and I'm eager to see the innovations it births.

If you could challenge leaders and organizations with one actionable step to better adapt to the future, what would that be?


I'd urge leaders to instill a culture of continuous learning and adaptability. The world is evolving at an unprecedented pace, and businesses that foster a mindset of perpetual growth and resilience will be best positioned to thrive. This means not just upskilling in technical areas, but also cultivating emotional agility, authenticity, empathy, and the ability to navigate uncertainty.


Reflecting on your extensive experience and the current state of business, what's the one message or insight you'd like our readers to take away from this conversation?


In an era dominated by rapid technological advances and shifting landscapes, it's crucial to remember that the core of any business remains its people. No matter how advanced we become, human insight, empathy, and collaboration are irreplaceable. Digital tools and methodologies like agile can amplify our potential, but they should always be used to enhance, not overshadow, the human element. Leaders must champion this balance, fostering environments that prioritize both innovation and human well-being.

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