인수합병 이후 중소기업의 조직개발 사례: 그룹코칭 기법 중심으로

This is a case study of how the group coaching intervention fostered post merge and acquisitionorganization development (OD) in a medium-size high tech company, Company R. Executive coaching is a worldwide fast-growing OD intervention. However, because of its extremely high fee of one-on-one coaching as well as the benefits of group dynamics, group coaching is viewed as an alternative format of prevalent one-on-one coaching. This group coaching format benefited a medium-size company withlow budget and experience in corporate training. A modified form, this program has run for more than20 years at a top European business school, INSEAD. It succeeds the classic OD interventions such asT-group or sensitive training and has evolved to incorporate the flexibility and adaptability of today’sexecutive coaching. The author (a coach) was called for post merge and acquisition treatment fororganization development. The group coaching program, a modified form of INSEAD model, was designedand implemented for executives including CEO for ten weeks beginning in January 2013. Resultsinclude doubling the revenue; the participating executives perceiving improved organization stability;increased intra-organizational communication quantitatively as well as qualitatively; more positiveorganizational climate; and each executive feeling empowered and competitive. The new CEO’sleadership led the changes at first; and the group coaching intervention leverages the change process. The close cooperation between the coach and the leadership and the flexible operation of the program are recognized as positive factors in organization change. Thanks to leader trust and support, groupcoaching facilitated and accelerated the embedding process of new management directions in a criticalperiod. This tried and effective change model is offered.