This paper uses an exploration of recent developments in corporate theory and human resources development to suggest that successful corporate systems emerging out of international business turbulence since 1990 constitute entrepreneurial networks rather than bureaucratic hierarchies. Enterprise networks require forms of human resource development substantively different from high-compliance training regimes. Networks depend on entrepreneurs rather than replicators. Evidence is beginning to suggest that corporate coaching offers a supremely effective method of supporting corporate entrepreneurs and a culture of innovation and risk taking.