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Systemic Organizational Coaching


What is Systemic Organizational Coaching?

  • Beyond team coaching, an organizational coaching process simultaneously concerns very large-group of key players (fifty, one hundred or more participants).

  • It is focused on achieving rapid results in key organizational ambitions and/or transitions.

  • Typically, organizational coaching includes the simultaneous participation of an executive team and at least 30 other key  players originating from other formal corporate or project teams.

  • This large-group coaching process is focused on collectively facing exceptional issues, handling strategic organizational challenges, implementing major management culture changes, etc.

  • Although a systemic organizational coaching process can sometimes be preceeded by prior team work within the executive team, this is absolutely not a necessary prerequisite.

An organizational coaching process immediately serves to consolidate interfaces between and within all present teams, including the executive team. It is obvious, however that this larger organizational coaching approach will deliver results to the extent of the executive team’s collective commitment. To ensure success, the organization’s leader and executive team therefore need to actively participate in the systemic organizational coaching process. They need to model the commitment they expect.

A systemic organization coach (and team of coaches) accompanies corporate client systems while they actively modify their collective belief system (basic assumptions and frame of reference), their active operating principles.  These in fact determine their behavioral culture and determine their results. Consequently, systemic organizational coaching is an extremely powerful process that serves to transform underlying organizational architectures that determine how corporations perform or underperform.


What can organizational coaching do for your company?

  • Within three days, systemic organizational coaching can rapidly and effectively create a performance-oriented conspiration among the 50-80 key players of your company.

  • Help focus your top management teams to succeed breakthrough challenges and to implement vital corporate transitions.

  • Improve your company’s effectiveness, systemic organization coaching can also serve to rapidly optimize operational interfaces within and between divisions, departments, teams and people, internationally and interculturally and with the larger environnement.

  • Help you become more effective in collective decision making and follow-up of action-plans, delegation systems, controls and measurement of results.

  • Help you design, redesign and lead complex systems: matrix, network, multicultural, transversal, delegated, flat, virtual and distributed structures.

  • Help design much better communication systems and flow.

  • Reduce rumors and other internal and external “noise”, enhance pertinent information exchange.

  • Develop a worthy collaborative culture actively focused on achieving measurable performance, results, ethics, quality  and safety.

  • Serve to prepare and implement strategic transitions to restructure, merge, downsize, acquire, relocate.

  • Helps transform all apparent crisis into an extraordinary opportunity.

  • Serve to better orchestrate and follow up on all an organization’s strategic and operational meetings, within a company-wide comprehensive systemic framework.  The measurable result is much fewer and much better meetings.

  • Help develop an exciting company-wide “breakthrough” entrepreneurial leadership culture focused on achieving extraordinary results.

Metasystems organizational coaching team has 20+ years on transforming organizations performance , below are Three challenges that are affecting today’s organizations and how organizational coaching contributed in breakthrough the challenges:






Our twenty-year experience coaching leaders, teams and organizations allow us to underline the importance of that approach in accompanying transitioning systems while they are implementing mergers, acquisitions and relocations, when downsizing, designing new cross-company alliances, redefining missions, visions, corporate focus and projects.

Organization coaching processes can help transform what is often felt to be a period of uncertainty, of stress or of “crisis” by all the key corporate actors into an era of opportunity centered on developing new potentials and achieving unexpected extraordinary performances. Organization coaching in transitioning systems can help develop collective focus and commitment to center all corporate energy on achieving a successful and lasting transformation.

To give an example concerning mergers and acquisitions, it is often paramount to step beyond the passions that can emerge from having to decide what to retain from the original merging companies and what to let go. This fight not only concerns the choice in “who to keep?” but also in “which active culture will win in the end?”. These all too common merger or acquisition conflicts cause huge losses and can leave long lasting scars.

With a systemic organization coaching approach, the transition period which invariably accompanies a merger or an acquisition can become what it is supposed to be. An era of innovation or opportunity to transform all the processes and cultures of all the partnering organizations to create an completely new and performing cultural ensemble. A systemic organization coaching approach can serve to design and implement unprecedented growth and development opportunities to ensure the creation of a totally new future for the new corporation.

A systemic organization coaching process may or may not begin by coaching the senior executive team of the new ensemble. Large group coaching work can also help reconfigure new corporate D.N.A. This process can then be followed up within major divisions and septartments to lead the transition in the rest of the new organization.



It is a known fact: within most organizations, one plus one doesn’t add up to much more than two. Accepting that state of affairs amounts to accepting the inevitability of pure operational losses.

If most corporations know how to recruit and retain excellent executives, managers and employees, the real systemic teamwork that ever takes place between these expert professionals often leaves a lot to be desired. Furthermore, excessive focus on leadership has often created counterproductive verticality and territoriality. This state of affairs is reproduced in the way teams work together.

Consequently, almost all the “systemic” added value that could be expected from professional and operational interfacing is invariably lost in internal lack of cooperation if not blatant competition. As a result, most system interface issues are delegated upwards to top leaders. These end up managing lower-echelon transversality issues instead of strategically leading the system as a whole. This occurs even more dramatically within multinational contexts when headquarters spend most of its energy managing transnational organizational interface issues.

Consequently, corporate cultures which create internal competition by heralding personnel expertise regularly find their development and success limited by their incapacity to develop real systemic operational “interface management” competencies at all levels of their organization.

Beyond communication training and personal development programs and methods, modifying systemic interface management on an organizational level is a collective transformational process that can very successfully be accompanied by an organizational coaching approach. Starting with your executive team or the top 70 key players in your organization, we can coach your company through a fundamental systemic paradigm transformation that will help it capitalize on the potential added value to be gained from really effective transversal interfacing.



Depending on the issues and needs of a national (exporting), international, multinational or multicultural organization, a systemic organization coaching process may also concern work regrouping multiple export, inpatriate and expatriate teams and networks, international branches and divisions, strategic development teams and representative offices.

An organizational coaching process to develop internationalism and trans-culturalism can also help design international and cross-cultural transversal project teams to develop a really multicultural approach, capitalizing on diversity, to boost company innovation and measurable successes.

Whether on a national or international level, the success of an organization coaching process in a multicultural context is measured by a radical increase in company-wide lower level transversal operational cooperation. This increases lower echelon responsibility and accountability. A second obvious result of systemic organization coaching is the development of a company-specific “metacultural” coherent identity. This corporate identity creates a strong cement that helps align the whole system towards reaching organization goals.


If you are interested to learn more or you want to talk to us, please fill in this form and we will get back to you in maximum 24 hours. We can have a short video call to answer any questions you may have or clarify any details.

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