The Hungarian nonprofit and forprofit sectors were reconstructed simultaneously after the regime change. Even then, professionals confirmed that in order to survive and to be able to further develop, they had to learn to manage change and to live with it. By the end of the 1990s, organisations had reached the stage of development where they consciously began to address issues in organisational development and to cooperate with consultants in this field.
Generally speaking, it is necessary to redefine and reinvent goals and missions on both sides. The vicissitudes of recent years have reinforced the need for flexibility in both areas: both the organisational and the human side. Organisations want to manage resources well and operate efficiently. For the not-for-profit sector, generating resources and finding the right level of organisation remain the main challenges. The approach and the methodology of coaching seems to be a practical solution to the challenges of today. In recent years, there has been a growing demand for organisational development practitioners themselves to contribute to the development of the nonprofit sector, and the above-mentioned methodologies are being used successfully by an increasing number of people who have a need to transfer and contribute their knowledge.
Keywords: organisational development, coaching, knowledge transfer, forprofit, nonprofit,