Achieving National Progress Through Coaching at OQ

When OQ, a global energy company based in Oman, merged its nine existing companies into one unified entity in 2018, its leadership anticipated significant challenges ahead. The merger demanded not just a complex overhaul of systems and processes but also the delicate task of integrating nine distinct teams, each with their own established practices, values, and histories, into a cohesive organization.

Recognizing these challenges, OQ made a strategic decision to embed coaching throughout all organizational levels, from frontline employees to senior management. This approach quickly yielded positive results. Just as the coaching culture began to demonstrate its impact, governmental initiatives threatened to disrupt the company’s progress. 

Fortunately, by this time, OQ’s coaching culture had already established strong roots. The organizational transformation was well underway, had begun to take root, and the changes were already underway for OQ to become a coaching success story. 

The results spoke volumes about the program’s effectiveness. Direct line managers noticed an 85% improvement in performance among employees who engaged in the coaching program. Employees who received coaching reported a 92% self-satisfaction rate, particularly noting positive impacts on professional growth and overcoming obstacles in attaining goals. What began as an initiative soon evolved into an integral part of OQ’s identity — coaching became second nature for employees across the organization.

This remarkable journey from implementation to integration didn’t go unnoticed. Discover how OQ transformed their workplace through coaching excellence and earned recognition as Impact Award winners in the process.