Coaching has long ceased to be a tool reserved for the individual development of executives to be integrated into the leadership and transformation strategies of organizations. An evolution that is now also being analyzed by the International Coaching Federation (ICF), which identifies the main trends of this change.
By Lydia Vidal. For years, executive coaching has been primarily associated with the individual support of high-level executives, known as C-levels. Today, however, more and more organizations are looking to expand its scope and incorporate it into their strategies for talent development, leadership, and cultural transformation.
This is what the analysis indicates. The Future of Coaching Impact in Organizations, published by the International Coaching Federation (ICF) based on the experiences of the organizations recognized in their Coaching Impact Awards 2025 and will be released in October 2026. We are also experiencing this from the EEC Consultoría area, with whom we support organizations.
The ICF report identifies several trends: extending coaching to more levels of the organization, linking it to strategic objectives, measuring its results, and developing coaching skills among the leaders themselves.
Some examples collected in the report illustrate this scale change. Microsoft Customer and Partner Solutions has expanded coaching to a workforce of 70,000 people, while Saudi Electricity Company has supported more than 700 leaders over three years as part of its development strategy.
This evolution raises an important question: how can individual accompaniment be extended to a larger number of people without losing the personalization and quality of each process? This is precisely one of the challenges that EEC Consulting addresses through: Digital Coaching Experience (DCX).
The experience of Mutua Madrileña It is an example of how this model can contribute to driving leadership within a company. Through DCX, the organization is working on one of its major challenges: driving change through others and developing the autonomy of its leaders. As Arancha Garoz, HR Manager at Mutua Madrileña explains, the evolution of leadership is one of its main challenges.
Mutua Madrileña is just one of a dozen organizations that already use DCX to accelerate change within their organization, too. L’Oréal Spain and Portugal or the pharmaceutical company Lacer They rely on the coaches from EEC and this platform for their developments. Since its launch in 2023, with DCX in EEC, we have managed to accompany more than 2,000 processes in 15 countries and seven languages, with an average rating of 4.95 out of 5 and a NPS of 90.
From the manager to the impact on organizational culture
The evolution described by ICF reflects a new way of understanding coaching in companies. The goal is no longer just to accompany a person to achieve their goals, but contribute to improving the conversations, relationships, and the way teams work.
This involves developing leaders who know how to listen, ask questions, build trust, and facilitate the autonomy of their employees. It also requires evaluating results and understanding what changes persist over time.
The challenge lies in connecting the development of individuals with the challenges of the organization. Because when coaching is integrated into the way we lead, communicate, and make decisions, its impact can go far beyond each individual process.
The return on investment of coaching (ROI) It is also an increasingly relevant issue for organizations. Measuring its impact means going beyond the hours of accompaniment or the satisfaction of the participants and observing what changes it generates: improvements in leadership, greater commitment, talent retention, collaboration, and the ability to face new challenges.
We already know that the true value of coaching lies not only in what it transforms in each person, but also in how that change affects the teams and the organization's results.
