THE SWITZERLAND CHAPTER OF ICF · OKR DASHBOARD

2026-2027 Objectives and Keyresults with Global Alignment

One inspiring, customer-centric objective per strategic pillar — aligned to the ICF Global Strategic Plan 2026–2029 and the Arbon board retreat, 1 June 2026.

ICF Strategic Focus Areas (SFAs) 2026-2029

Sustainable Growth & Impact

Expand the reach of coaching globally while demonstrating measurable social impact.

Org. Development & Excellence

Modernise ICF governance, systems, infrastructure and talent management to build a high-performing, future-focused organisation.

Coaching Excellence & Value

Set the standard for first-class coaching by leading with qualifications and training.

2026 is a baselining year. 2027 is the execution year. All baselines are due 30.11.2026.

2026 measurement status

5/ 15

Instrument defined

of 15 key results

2/ 15

Baseline recorded

of 15 key results

0/ 15

Current value with a date

of 15 key results

OKR Sets - The Switzerland Chapter of ICF

Excellence & Ethics

StewardNatacha & LillyCustomer:Members & Volunteers

CESGOE

Objective

Members and volunteers feel confident and well-supported in practicing to the highest ethical and professional standards

Global alignment

Ethics education and quality standards sit at the core of ICF's Coaching Excellence focus area. The governance aspect (volunteer ethical alignment) also supports Org. Excellence. Growing trust through ethical rigour feeds Sustainable Growth.

Key results

KR 1.15 initiatives

Increase meaningful and deep learning occasions for ethical and professional development.

not yet measurable

KR 1.21 initiative

Increase mentoring and supervision offerings to enhance the professional development opportunities for member coaches within in the chapter

Not started31.12.2026

KR 1.31 initiative

Increase active engagement of senior (MCC) coaches within the chapter for the benefit of all members

Not started31.12.2026

Community & Belonging

StewardBeril & SusanCustomer:Members

SGCE

Objective

Members feel they have a genuine professional home where they belong, connect, and grow – in every region and language.

Global alignment

Thriving local communities are ICF's primary engine of Sustainable Growth – membership retention and word-of-mouth expand the profession's reach. Active peer engagement also reinforces Coaching Excellence by creating learning environments.

Key results

KR 2.13 initiatives

Increase members sense of belonging to the chapter

not yet measurable

KR 2.32 initiatives

Increase member participation in local communities and online events offered nationally

not yet measurable

KR 2.53 initiatives

Every community to offer at least one in person events and learning sessions per quarter.

Not started31.12.2026

Market & Societal Impact

StewardAlessandra & HardyCustomer:Swiss public, media, educators, and organisations beyond our membership

SGOECE

Objective

People and organisations across Switzerland, from the public and media to educators and employers, understand and trust professional coaching, and increasingly adopt it as a credible contribution to society and to working life.

Global alignment

This is the chapter's primary engine of Sustainable Growth: it carries coaching beyond the existing membership into public life, education and organisations. Building public legitimacy and demonstrating measurable value inside organisations also reinforces Coaching Excellence & Value, while working at partnership level with employers and institutions extends the chapter's organisational reach and supports Org. Development & Excellence.

Key results

KR 3.14 initiatives

Increase key stakeholders understanding of coaching's benefits: across public, media, education and organisations of the transformational benefits of coaching

not yet measurable

KR 3.22 initiatives

Help grow the number of public and private organisations implementing professional coaching programmes in Switzerland

not yet measurable

KR 3.32 initiatives

Help increase the evidence base for coaching in Switzerland through ongoing data collection and research

not yet measurable

Strategic Partnerships

StewardAlbina & LillyCustomer:Partner Organisations & Coaching Bodies

SGOE

Objective

ICF Switzerland is perceived as a trusted, valuable partner in advancing the coaching profession by Swiss coaching associations.

Global alignment

Partnerships expand the Swiss coaching market (Sustainable Growth) and strengthen the governance reach of the chapter by aligning with BSO, EMCC, SCA, and federal bodies (Org. Excellence). Coach Finder usage directly benefits members' professional practice.

Key results

KR 4.10 initiatives

Establish the Swiss-wide Industry Pool Coaching Schweiz (IPCS) as an association (Verein) by Q1 2027

Not started31.12.2026

KR 4.20 initiatives

Increase partnership with other like minded member organizations in Switzerland (including BSO, EMCC, Psychologists, Chambers of Commerce etc) to further enhance coaching as a profession

not yet measurable

KR 4.31 initiative

Increase social impact, for example through pro bono coaching offers to carefully selected beneficiary organisations

not yet measurable

Communication & Visibility

StewardSusan & HardyCustomer:Potential Members & Public

SGCE

Objective

Anyone who encounters ICFS experiences one clear, consistent, and trustworthy voice of the chapter.

Global alignment

A consistent, professional brand presence drives new member acquisition (Sustainable Growth) and reinforces the credibility of ICF credentials and standards in the Swiss market (Coaching Excellence).

Key results

KR 5.10 initiatives

Improve ICF Switzerlands communication channels and platforms including the website, newsletter, podcast to strengthen and amplify Chapter voice

not yet measurable

KR 5.20 initiatives

Maximise visibility of our members

not yet measurable

KR 5.31 initiative

Harness the talents of our volunteers and members through improved communications support, guidance and motivation to communicate about ICF Switzerland

Not started31.12.2026

Global alignment analysis

How each ICFS pillar contributes to the three ICF Global 2026–2029 focus areas. = primary contribution, = secondary contribution.

ICFS pillar	SG	OE	CE	How it contributes
Excellence & Ethics				Directly advances Coaching Excellence (ethics, quality). Also supports Org. Excellence through volunteer ethical governance, and Growth by building the trust that enables profession expansion.
Community & Belonging				The primary local driver of Sustainable Growth — ICF grows when communities thrive. Also contributes to Coaching Excellence by creating peer learning environments.
Market & Societal Development				The chapter's primary growth engine beyond the existing membership. Public-facing work builds legitimacy for the profession while organisational adoption demonstrates measurable value, and both extend the chapter's reach into institutions and employers.
Ecosystem & Partnerships				The chapter's primary growth engine — partnerships expand the coaching market and drive Coach Finder traffic. Contributes to Org. Excellence by extending governance reach into partner organisations.
Communication & Visibility				Supports Sustainable Growth by attracting new members. Also reinforces Coaching Excellence by projecting a consistent, credible brand for credentialled coaches.