
People Have to Ask for Permission to Take Action
People Have to Ask for Permission to Take Action “I love working here, but I’m struggling to get things done.” People often know what needs to be done but are paralysed into inaction; they don’t


Enterprise Agility Leader, Advisor, Facilitator, Coach and Trainer | Chief Joy Officer | Thinking Partner | Industry Innovator | Change Agent
Mark Summers is an enterprise agility leader, advisor, facilitator, coach, and trainer with nearly 24 years of experience helping teams and organizations thrive through agile ways of working. Based in Germany and working across Europe, he is the founding partner of BeLiminal, a coaching network dedicated to creating workplaces where people can flourish through trust, respect, joy, purpose, and equality. He also leads Exploring Agility, through which he supports development organizations in delivering value through collaboration, empowerment, sound engineering practices, and quality.
Mark was one of the UK’s early agile coaches and has played a significant role in the evolution of agile training and coaching. Over the course of his career, he has worked with organizations including ASOS, Tesco.com, Autodesk, Thomson Reuters, Aviva, and the UK Department for Work and Pensions. A Certified Scrum Trainer, Certified Enterprise Coach, and ICF Professional Certified Coach, he is known for combining honest reflection, energetic facilitation, and a strong belief that happier, self-organizing teams perform at their best every day.

People Have to Ask for Permission to Take Action “I love working here, but I’m struggling to get things done.” People often know what needs to be done but are paralysed into inaction; they don’t

As you approach the end of the year, management’s focus shifts to creating the plan for the next year. Days lost in planning meetings. Budgets get fought over, deals done in corridors. Months later, the

Imagine seeing a clear opportunity unfold in your market, only to watch it pass you by because your organisation moves at the speed of a bureaucracy. How often in your organisation do people say, “I

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