This case study charts theprogress of a two-year programme tobuild a coaching culture at a small Australian multinational organisation. The intervention consisted of executive coaching and coaching skills workshops aimed principally at potential successors to the senior leadership team. Over the course of the programme the organisation went through many changes, including an organisational restructure and a change in CEO. The outcome of the intervention is discussed with reference to previously published models for implementing a coaching culture and to work on complex adaptive systems.
The IOC is a global community of coaches.