Case Study
Vodafone: Training a team of internal coaches
The client
Vodafone is a leading FTSE 10 multinational telecommunications company with nearly 444 million customers. With operations in 26 countries and partnerships in over 55 others, Vodafone has grown from a small office in Newbury to a global powerhouse. Now with over 100,000 employees, Vodafone needed to evolve its leadership culture to sustain its success and adapt to long-term organisational goals.
The brief
Vodafone aimed to shift from a pace-setting culture to one that emphasises coaching and long-term talent development. The objective was to create a systemic change that would improve leadership and management practices across the organisation, fostering a more reflective and supportive leadership style.
“Vodafone was looking to foster a coaching approach to leadership and management. They wanted to make a long-term investment in their people.”
Daniel Vacassin, Founder Director, ig
What we did
Initial strategy development
ig collaborated with Sharon Doherty, Vodafone’s Global Organisation and People Development Director, and Graeme Yell, Global Head of Talent and Leadership, to design a customised global program aimed at shifting Vodafone’s leadership culture.
Program implementation
The ‘Vodafone Coaching and Insights Programme’ was developed with three key elements:
1. Be Coached
2. Learn to Coach
3. Practise Coaching
Be Coached
We conducted rigorous assessments, including psychometric profiling and 360-degree feedback, to build a comprehensive view of each leader’s strengths and areas for development.
Learn to Coach
Leaders were trained to use coaching tools and processes, aiming to embed these skills throughout the organisation.
Practise Coaching
Leaders applied their new skills in real-world scenarios with ongoing supervision and support from ig consultants.
Cultural integration
We worked to ensure that the coaching methods became a universal language within Vodafone, facilitating effective communication about performance and leadership across the company.
Expansion and support
Following initial success, the program was extended to include senior commercial and enterprise leaders, with the goal of creating a self-sustaining internal network.
We aimed to close the gap between leadership and talent management, helping leaders create a long-term approach to talent and change.
Daniel Vacassin
Founding Director
ig
The results
Enhanced leadership capability
Leaders reported significant improvements in self-insight and coaching effectiveness. The feedback process was described as rigorous but highly beneficial, with participants acknowledging the value of detailed, actionable insights.
Cultural shift
The program facilitated a shift from a performance-driven culture to one that values long-term coaching and development. Leaders began to reflect more deeply on their roles and relationships, leading to improved people management practices.
Increased adoption
The coaching tools and techniques introduced in the program began to permeate through Vodafone, with leaders adopting a universal language for discussing performance and potential.
Positive feedback
The initial cohort of senior HR leaders reported improved self-awareness and effectiveness. The success of the first phase led to the inclusion of a broader group of senior leaders in the programme.
What our client had to say
In summary
The Vodafone Coaching and Insights Program successfully transitioned Vodafone’s leadership culture towards a more coaching-oriented approach. Through tailored coaching, rigorous assessments, and systemic integration, the programme has enhanced leadership capability, fostered a cultural shift, and improved talent management practices. The initiative’s success has prompted Vodafone to expand the programme to include a wider range of senior leaders, establishing a foundation for sustained organisational growth and development.
