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Describes the challenges faced by Visa Europe's leadership‐development program (LDP) in its fifth year and the approaches Visa Europe has taken to keep the program fresh, and to accelerate the development of a coaching culture in the business – one of the original objectives for the program.

Details how short‐term secondments have been introduced to get participants into a part of the business that differs from their own, and the challenges that have had to be overcome to make the secondments work well. Highlights the roles of IMD, for the business‐school program, and Stellar Consulting Ltd, for one‐to‐one development coaching.

Reveals that building the coaching skills of a key group of LDP alumni has helped to accelerate the growth of a coaching culture. The program has linked people in a web of internal networks, and helped to break down organization silos because participants appreciate the challenges faced by other functional areas. Individuals are stretched, challenged, and moved out of their comfort zone and into their development zone. The program helps to identify and develop the best people and helps Visa Europe to retain them. The project element of the LDP has helped to ensure the successful delivery of some key business projects.

Examines how Visa Europe will be looking at the next phase of the development of LDP alumni, and considering them as a key part of the talent pool for the future of the business.

Shows that, after five years, Visa Europe has the advantage of a substantial alumni group who have a positive impact on the fabric of the organization.

The paper is a case study of Visa Europe's leadership development program. The program is now in its fourth year and has evolved over that time. The paper describes the key elements of the program; its successes and benefits; practical lessons learned; and future plans for the program.

Both authors are directly involved in the program. The article is based on their experience of working on the program, and interviews with other key stakeholders: the program manager; participants; the program sponsor.

The paper describes the key business benefits from the program, specifically: better engagement between the business and its managers; the increased confidence and leadership capability of participants; successful promotions; and better cross‐functional networks.

The paper describes lessons learned from Visa Europe's experience. The practical implications for other organisations are: to create an exciting and stimulating program; to link the program directly into the business; to build genuine and visible high level sponsorship; to review and measure the program, and adapt it based on the results.

The paper is the first ever case study of Visa Europe's leadership development program. This practical case study will help to inform other organisations that are planning formal development for their key people.