Consciously accompanying change
The process of changing organisational culture through the integration of artificial intelligence is often challenging and complex. Managers come to me with questions about how they can not only initiate this cultural change, but also manage it in a sustainable and meaningful way. It is important to understand change as an ongoing process that requires continuous impetus and careful support. Clients often report that they would like support in actively developing the organisational culture and making the new values and behaviours that emerge tangible in day-to-day business. Open dialogue, transparent communication and measurable indicators help to make progress visible and involve all employees.
Organisational culture as a living system
Organisational culture is often seen as static, but especially in times of digitalisation and AI, it should be viewed as a flexible, adaptable and living system. This perspective makes it possible to consciously recognise and dissolve old patterns in order to create space for new behaviours. Projects have shown that even the willingness to rethink organisational culture often has a lasting positive effect. One example from the manufacturing industry is a company that noticed remarkable improvements in collaboration after introducing agile methods. Employees felt more involved and decisions were made more transparently.
Practical impulses through accompanying coaching
The use of AI in the context of cultural transformation rarely stands alone. Rather, it often requires accompanying impulses to make cultural barriers visible in everyday life and to change them constructively. KIROI support offers valuable support here. Managers are given tools to establish an open error culture and encourage experimentation without making rash promises. Moderated workshops enable employees to adopt new perspectives and form self-effective teams. This support helps to ensure that the organisational culture grows sustainably and remains strong.
Best practice examples from various industries
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a medium-sized technology company, we supported the cultural change through individual coaching sessions for managers. The aim was to promote an innovation-friendly attitude that encourages openness to mistakes and participation. Particular attention was paid to how AI can be used in a supportive way without creating pressure. The result was a sustainable change in the organisational culture that was supported by the team members themselves.
A manufacturing company regularly held open dialogue sessions to reflect on values and adapt them together. This resulted in a continuous improvement process in which employees and managers work together as equals. Artificial intelligence helped to visualise relevant data on the progress of the transformation, which significantly increased motivation and goal orientation.
Workshops were held in a medium-sized service company that helped managers to exemplify new behaviours. At the same time, teams were given impetus to organise themselves, which noticeably strengthened collaboration. The organisational culture changed in the direction of more participation and digital openness, with AI serving as a tool for process improvement rather than a panacea.
Consciously anchoring everyday working life and values
The organisational culture is shaped by the values practised on a daily basis and the behaviour of all employees. In order for the transformation to be effective, it is advisable not only to define clear values, but also to anchor them consistently in everyday working life. Managers take on a role model function here and accompany the change with patience. This shows that a willingness to embrace new experiences and openness to feedback are crucial. The combination of human support and AI-supported tools can create a sustainable culture that strengthens innovation and collaboration in the long term.
My analysis
Organisational culture does not automatically change for the better when artificial intelligence is integrated. Rather, conscious and continuous support is needed to ensure that new values and behaviours are not only defined, but actually remain alive in the company. Coaching and impulses are often indispensable in order to overcome cultural barriers and promote an open culture of error and innovation. The organisational culture proves to be a dynamic system that can be shaped flexibly using suitable methods. This creates a culture that supports long-term innovation and collaboration without promising quick fixes.
Further links from the text above:
[1] Actively shaping and supporting organisational culture
[3] Rethinking organisational culture: KIROI step 4 for change
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