Coaching in the change process, using the case study of a large bank. For the first time, the approach of coaching is placed in the context of learning in organizations against the backdrop of a systemic-constructivist understanding. It is also related to other interventions in change processes, such as training, change workshops, leadership, and consulting. In addition to providing a solid foundation on the topic, the author offers insights into a self-conducted, multi-year, coaching-based change process in the banking sector and presents the methodological expertise employed in detail. For the first time, the approach of cross-coaching in organizations is introduced, which can help resolve the dilemma of internal leaders acting as coaches.