本案例从“开端”“发展”“升级”三个阶段讲述了博世（中国）投资有限公司（简称“博世中国”）打造“教练文化”的背景、挑战、思考和应对策略等，并站在教练俱乐部成立五周年这个时点（2021年11月15日），探索未来如何让“教练文化”发挥更大的价值。 2016年中，为了助力“从一家传统制造型企业向以物联网为中心的科技公司”的战略转型及其所需人才的发展，博世中国正式推出了“教练型领导实践课程”，却在第一天就遭到高管的质疑。通过积极与外部教练配合、调动更多业务高管积极性、运营教练俱乐部等办法，博世中国让越来越多的博世人接受了“教练”理念。然而，在后续发展过程中，面对行业变局和疫情的影响，博世集团自2020年起减少了在华投资。在培训预算大幅降低的情况下，博世中国通过内化教练课、引入团队教练等方式让教练领导力的影响辐射到更多中层管理者和事业部。随后，“教练文化”渐渐形成，但期间企业又不得不做出多项权衡：“做本土文化vs.与全球文化联结”“内部独立认证vs.与ICF认证挂钩”和“主动推动vs.等待被需要”。 经过五年多的探索，博世中国打造“教练文化”的实践取得了一定的成效：于内，得到以智能制造解决方案事业部副总裁韩冬丽为代表的高管的认可，并助力其所在的事业部实现业务发展；于外，获得拉姆(查兰管理实践奖和国际教练协会德国棱镜奖等认可。但是，企业内部对推行“教练文化”的质疑声一直没有间断过，内部不乏业务高管认为，“教练文化”只是锦上添花，在当下企业面临巨大的业务压力时，企业更应该关注人才的技能培训和发展，而不是追求“教练文化”，后者对业务发展没有实际帮助。 2021年11月15日，负责人力资源建设及管理工作的执行副总裁李晓虹女士接到德国总部的邀请，总结博世中国打造“教练文化”的经验，并在更广范围内传播。动力和阻力并存，李晓虹思考着：她应该如何输出博世中国打造“教练文化”的经验呢？相关经验可否在总部或其他组织复制？有哪些适用条件？又该如何推进呢？This case delves into the journey of Bosch (China) Investment Co., Ltd. (hereinafter “Bosch China”) as it looked to establish a coaching culture across three distinct phases: “initiation, development, and one step further”. It presents the background, challenges, reflections, and strategies entailed in this pursuit while exploring the way forward for its coaching culture as Bosch China approached the fifth anniversary of its Coach Club. In mid-2016, Bosch China introduced the “Coaching Practice of Leadership” course to facilitate its transition from traditional manufacturer to IoT-oriented tech firm while nurturing the required talents. However, the initiative met skepticism from executives right from inception. Through partnerships with external coaches, engagement of internal business executives, and operations of the coach club, Bosch China managed to get more and more employees to embrace the concept of “coaching”. As the company continued its journey, industry changes and pandemic disruptions posed substantial challenges, prompting Bosch Group to scale back China investments. Faced with slashed training budgets, Bosch China internalized coaching courses. It introduced team coaching to extend the reach of coaching leadership to a broader group of mid-level managers and business divisions. While the coaching culture took shape, the company made several trade-offs, exemplified in sections like “local identity vs. global alignment”, “independence vs. ICF accreditation”, and “taking proactive action vs. responding to needs”. After five years of exploration, Bosch China’s efforts to foster a coaching culture yielded tangible outcomes. Internally, this practice garnered recognition from executives like Han Dongli, Vice President of Bosch Intelligent Manufacturing Solutions China, and contributed to business growth in the divisions concerned. Externally, it earned accolades like the Ram Charan Management Practice Award and the ICF Germany Prism Award. Nevertheless, internal skepticism regarding the implementation of the coaching culture persisted. Some business executives viewed it as a mere garnish and argued that, given the significant business pressure, the company should prioritize skill training and employee development over pursuing a coaching culture. On November 15, 2021, Rosa Lee, Executive Vice President responsible for human resources management, received an invitation from Bosch's German headquarters to summarize her experiences of establishing a coaching culture at Bosch China and to promote it to a broader audience. The tension between advocates and detractors of coaching culture left Rosa Lee deep in thought: How should she demonstrate her experience building a coaching culture at Bosch China? Could it be replicated at HQ or within other organizations? What would be the essential conditions and steps for such an endeavor
