Navigating Organizational Change: The OQ Group Merger and the Power of a Strong Coaching Culture
Change is universally challenging due to human psychology, organizational dynamics, and societal factors. Uncertainty about the future can be disorienting and stressful as people seek stability. In organizational change, insufficient communication heightens confusion and resistance among employees. If leaders resist or lack commitment, the entire initiative may be compromised.
Addressing these challenges through effective change management, clear communication, employee involvement, and leadership support can enhance success. Establishing a strong coaching culture proves highly beneficial, with research from the ICF highlighting coaching activities as pivotal in making change and progress more manageable and successful.
One company that successfully weathered a perfect storm of challenges over the past several years is the OQ Group, a globally integrated energy company with roots in Oman. The company cultivated a culture of coaching to elevate its organizational culture during a period of major transformation and, in doing so, further empowered its staff, and even made substantial contributions to Oman’s national progress.
How It Started
In 2018, OQ faced a complex process that required significant upheaval to its systems, processes, and teams. OQ faced an additional challenge as a significant government shareholder announced its decentralization plans for 2022. The energy company also had to navigate a volatile oil and gas market and a global pandemic.
The leadership, cognizant of the intricacies involved, recognized the need for a unique response to align with the company’s vision of becoming a global energy leader.
What They Did to Build a Coaching Culture
Initially, OQ’s coaching initiative concentrated on aiding employees and managers in attaining organizational aims and team targets.
OQ formulated a well-planned three-year coaching strategy fortified with an allocated budget. The program involved both internal and external coaches, all adhering to ICF’s esteemed coaching standards, as shown by memberships and certifications.
From 2021 to 2023, OQ provided coaching to 530 employees and offered training on team coaching to 80 leaders. This resulted in a return on investment of approximately $500,000. They conducted a total of 1,775 coaching hours and trained 49 coaches, with six of them attaining international accreditation. External coaches of the highest caliber provide mentorship to internal coaches, further reinforcing best practices and amplifying the program’s impact.
The success of OQ’s coaching initiative is not just reflected in metrics but also in external recognition. The OQ Group received the International Coaching Federation Coaching Impact Award for Emerging Organizations, which recognizes organizations with coaching programs that adhere to stringent professional criteria.
How It’s Going
Senior leaders within OQ quickly became internal champions of the program. In their pursuit of excellence, they closely monitored the coaching program to ensure ongoing improvement. Organization-wide pulse surveys are administered to measure program results:
- 86% of senior leaders at OQ expressed heightened confidence in their leadership when working with their direct reports.
- Direct Line Managers observed an 85% enhancement in employee performance for those who participated in the coaching program.
- Employees who underwent coaching reported a 92% personal satisfaction rate, specifically highlighting the positive influence on their professional development and their ability to overcome challenges in achieving their goals. This clear demonstration of the benefits of the coaching program prompted all enrolled leaders to request coaches for their teams and direct reports.
- Furthermore, by training and certifying in-house coaches, OQ saved $273,000 by avoiding expenses linked to external coaches.
In addition to achieving impressive metrics, OQ was chosen as an exemplar and invited to assist in fostering a coaching culture within government sectors as part of the nation’s 2040 vision. This involvement will be an integral element of the nationwide Vision 2024 effort.
What’s Ahead
Coaching has risen to prominence in both OQ and Oman as a whole, with employees and leaders enthusiastically endorsing the individual advantages they’ve experienced and the positive impact on the entire organization.
Instructional videos on coaching have broadened to reach vital communities in Oman, particularly in parenting. The current emphasis is on spreading the successful coaching culture model to enhance the country by integrating it into governmental units and affiliated organizations.
Olivia Al Farsi, OQ’s Vice President of People said: “Coaching is vital in Oman’s evolving landscape and a crucial skill. At OQ, we invest in cultivating coaching expertise to reshape our culture, elevate business results, and strengthen adaptability.
This milestone prompts us to extend coaching to teams for stronger internal and external ties, and to individuals to enhance career and family well-being.”
Stephanie Norris
Stephanie Norris, who has been with ICF since 2011, became the ICF awards director in 2021. In this role, she has restructured the ICF global awards system to better align with the whole organization and industry. The ICF Coaching Impact Awards had a great reception during its inaugural year! Stephanie is a strong promoter of the positive impact that coaching has on the world! She brings together all groups of people to work and celebrates the best of coaching! Stephanie is fluent in English, Spanish, and Portuguese and can also speak French. She is a systems analyst and studied for a master's degree in literature. She resides in Buenos Aires, Argentina (World Cup champions!).
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