ABSTRACT
A model of coaching co-design for executive teams (ETC) based on a four-year program using diagnostic and dialogic organization development tools focused on fostering change, innovation, and collaboration. The study engaged a leadership team of 34 participants from a fast-paced global software and hardware gaming company. Using extensive proprietary data, the model offers practitioners and academics a guide for co-creating a team coaching design. Co-creating a cooperative learning process uses a framework of interventions for intentionally planning and aligning behaviors and practices to support dynamic capabilities to boost firm success, adaptability, and organizational performance. This model exemplifies conditions that can unleash shared personal and organizational power for practitioners and academics. The research was undertaken in an industry where innovation and execution were necessary skills for survival and growth. This duality of skills is referred to as ambidexterity.