Some organizations know their leaders should be coaching their people. They say it in their values, build it into their competency frameworks, and expect it to happen. But without a shared language, common standards, or a scalable approach, that expectation stays theoretical.
That was the challenge facing one of the world's largest pharmaceutical organizations: 52,000 employees, 8,500+ people leaders, operating across 130 countries and multiple divisions. They didn't have a coaching problem. They had a coaching culture problem — and they didn't need another training. They needed a strategy that could travel across cultures, time zones, and business units.
CLIENT SNAPSHOT
Industry: Global Pharmaceutical
Org. Size: 52,000+ employees · 8,500+ people leaders
Geography: 130 countries
Program: Custom Leadership Development & Coaching Culture Strategy
Timeline: Multi-year engagement, 2023–ongoing
THE RESULT
58% → 86%
Increase in leaders' ability to use coaching to drive performance — recognized with the organization's internal People's Choice Award, selected above every other internal program across the 52,000-person company.
SEE HOW THEY DID IT
Get the full case study to see how a single pilot became the core coach training program across three divisions — the phase-by-phase rollout, how they built internal facilitation capacity, and what leaders across the organization had to say about the experience.
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