Yes. There is actually a fairly well-established idea behind the phrase “manager factory” or, more recently, “leadership factory.” It is not simply that these companies conduct more training. The distinguishing feature is that developing other managers becomes part of how management itself is practiced . McKinsey uses the term “leadership factory” for organizations where colleagues deliberately invest in developing one another through apprenticeship, feedback, coaching, role-modeling, and real work—not primarily through classroom programs. McKinsey traces the phrase within its own history to former managing partner Ron Daniel in the 1980s. For the kind of work you are contemplating with NPCI, this distinction is extremely important. Why GE became the archetype GE is probably the classic corporate example. Its Crotonville management development center was established in 1956, initially because GE was decentralizing and needed a much larger population of capable general managers. It ...
In corporate leadership coaching, one distinction clears up a lot of confusion: ICF is primarily a professional competency and ethics framework for how coaching should be practised. GROW, CLEAR, OSKAR, solution-focused coaching, cognitive-behavioural coaching, systemic coaching, etc. are primarily models or schools for how change can be facilitated. So they are not really competitors. A strong executive coach can be ICF-aligned while using GROW in one session, CBT ideas in another, systemic thinking with a leadership team, and 360° feedback across the engagement. 1. What exactly does ICF propose? The does not prescribe one coaching methodology . Its current 2025 framework defines eight competencies within four domains. The update was based on a global job analysis involving nearly 3,000 coaches. ICF domain Competencies In simple language Foundation Ethical Practice; Coaching Mindset Be ethical, self-aware, reflective and genuinely coach-like Co-creating relationsh...