Even though you may be assigned as a “team coach”, your team does not exist in a vacuum. For your team to truly succeed in becoming self-organised, the product owner(s) needs to be on board as well. The processes and structures need to be in place to serve the team with what they need.
This means that sometimes you will need to coach the whole organisation, including stakeholders and managers. If you’re not provided what the team needs in specs, time, data and necessary resources, your chances of success is greatly hampered.
I find where organisations often fail is a flaccid attitudes to requirements. “We’re agile, we don’t need to be rigid about requirements.”
This usually leads to a number of problems, usually the worst being frustrations and delays in development because no one knows what’s been decided, who decided it and who to ask should questions arise. There needs to be agreement on a process to produce and document requirements in a structured way. How that looks can vary, but there needs to be a formula for it.
There’s also the technical aspects. Are teams in your organisation free to pick and choose technology, platforms, and frameworks as they please, or are there corporate policy, architectural functions, or centralised IT that dictates strict rules?
You might need to be a driving force in changing corporate IT policy as well.