European industry is not short of strategy.

It is short of change capacity.

And I say that as someone who has spent years in my industry - automotive, mobility, and the systems around it.

Right now, this is no longer abstract.

When Oliver Blume openly signals that Volkswagen Group needs to be radically restructured, and Mercedes-Benz AG is also tightening its cost measures, the message is clear: this is no longer about incremental adjustment.

This is deep industrial change.

And once an industry starts talking openly about restructuring, plant futures, workforce reductions, longer working hours, delayed payments, cost pressure and existential pressure, the real issue is no longer whether change is needed.

The real issue is whether the organization can actually move.

That is where I think many companies still get it wrong.

They invest in strategy decks.

They invest in transformation offices.

They invest in communication.

But they still underestimate the human side of industrial change:

fear, status loss, fatigue, cynicism, middle-management paralysis, silent resistance.

And this is where coaching should matter.

Not as executive wellness.

Not as a perk for the already privileged.

Not as another branch of the self-improvement industry.

In an industrial transition, coaching should be part of execution.

It should help organizations build the ability to move through uncertainty, conflict, identity shift and operational pressure without tearing themselves apart.

Because in a real transformation, the hardest part is rarely knowing what to do.

It is helping enough people move at the same time.

If coaching does not help with that, it is not transformation support.

It is just personal development with better branding.

Europe does not mainly have a strategy problem. It has a change-capability problem.

What would happen if large companies treated coaching not as a perk, but as infrastructure for transformation?