First, it is important to filter your company-specific needs in approaching and defining coaching for your purposes.
Building on your filtered suitable coaching needs, the next stage is to choose, implement and optimize the most suitable coaching form(s) for your organization. For example, any one-to-one coaching program is normally based on and designed around six stages of a coaching intervention:
1. Availability of suitable coaches
4. Contracting
6. Evaluation
The next logical phase in the value-added process is the emergence and reinforcement of coaching capacity as a result of the successful implementation process. Coaching capacity is the ability to actually achieve better/optimal fit. Coaching capacity as such is quite intangible, tacit and abstract...and...thus not easy to grasp.
Coaching capacity may be built at the individual, team or organizational level and can have a more general and high-level or a context-specific focus. Other terms for coaching capacity are coaching capability, coaching intelligence or coaching culture.
Successfully developed coaching capacity generates higher dynamic appropriateness in your company as approaches and solutions begin to show greater fit in the areas where your coaching culture has been built or enhanced. Achieving better fit in the organization triggers the desired chain of benefits at the individual, team, and social level---resulting in improved organizational performance. This is the output of the coaching value chain.
Source: Frank Bresser: The global business guide for the successful use of coaching in organizations
John Agno: When Doing It All Won't Do: A Self-Coaching Guide for Career Women