Background 

In late 2023, Bayer embarked on one of its most ambitious organisational transformations: the introduction of a new operating model, Dynamic Shared Ownership (DSO). Designed to flatten hierarchy from 12–13 layers to just 3–5, DSO aimed to instil greater accountability, agility and ownership across 70+ countries. This new model demanded a cultural shift –people at all levels needed to lead, adapt and thrive in a faster, more autonomous environment.

However, coaching, the critical enabler of behavioural change, was fragmented and costly, with more than 700 providers and no data on impact. To succeed, Bayer needed a unified, measurable and scalable solution that aligned people development with its VACC (Visionary, Architect, Catalyst, Coach) leadership framework. The challenge was not only to deliver coaching globally but to embed it as a core driver of transformation and cultural change.

Approach 

Led by Manoela Siuffo, Global VP of Learning Experience, and Rachel Lamb, Global Performance and Development Leader, Bayer decided to partner with a single provider, EZRA, to deliver an inclusive, digital-first coaching platform accessible to all director-level employees and below. Two tailored programmes – Thriving in DSO (for all employees) and Leading in DSO (for people managers) – were designed to help individuals build resilience, communication skills, leadership capability and commercial impact in line with the VACC mindset.

“Bayer proved that when everyone has access to coaching, culture shifts from hierarchy to shared ownership”

Through EZRA’s platform, employees could self-register, select their goals and access 1:1 virtual coaching in multiple languages. For the first time, coaching became a self-directed experience rather than a management privilege. The introduction of EZRA Measure brought transparency to impact, tracking behavioural change and performance outcomes through pre- and post-coaching assessments for both participants and their managers.

To embed coaching within Bayer’s culture it was widely promoted across BayerNet while HR business partners ensured alignment with local teams. A dedicated landing hub provided clear guidance and resources for participants, ensuring consistency at scale.

Outcome

The impact was immediate and measurable. Participation increased by 484% in the first year, from 19 to 111 employees. Post-coaching results showed a +22% rise in job satisfaction, -27% drop in disengagement, +17% increase in job competence and -37% fall in intention to leave. Managers reported a +47% increase in promotion readiness, while leaders saw stronger team engagement and improved collaboration.

Financially, the unified coaching model replaced €5M of fragmented regional contracts with a flexible, pay-as-you-go structure, reducing costs while improving quality assurance.

Bayer has transformed coaching from an isolated benefit into a global cultural engine, powering shared ownership, agility and sustained performance across its business.

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