Actively shaping and supporting organisational culture
A sustainable change in organisational culture does not happen overnight. Managers are faced with the challenge of consciously shaping the culture of their company and integrating it into everyday working life. The organisational culture shapes the behaviour of all employees and influences how changes are accepted. KIROI supports managers in mastering this process not alone, but as a guide and source of inspiration.
Clients often report that they need support not only to define new values and behaviours, but also to bring them to life throughout the company. The organisational culture forms the foundation on which innovation and collaboration can thrive.
Important steps towards transforming the organisational culture
The first step is to enable conscious management of the culture. Measurable indicators should help to regularly review progress. The organisational culture is reflected in the values practised and the behaviour of employees - these aspects need to be observed and developed further together.
An example from industry: As part of the cultural change, a manufacturing company regularly initiated open dialogue rounds in which employees and managers jointly reflected on values and suggested adjustments. This resulted in a continuous improvement process that was actively supported by management.
Another example is a medium-sized service provider that promoted organisational culture with the help of workshops. Managers were given impulses on how they can exemplify new behaviours and employees were supported in developing self-effective teams.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In one project, KIROI supported a technology company in creating an innovation-friendly culture. Through accompanying coaching sessions, managers were given tools to encourage an open culture of error and experimentation. We helped to make cultural barriers visible in everyday life and provide impetus for change, without quick promises but with a view to long-term development.
How management can actively control organisational culture
Managers have a decisive role to play in structural and cultural change. They should not only drive change, but also act as role models. This means consistently demonstrating new values in their own behaviour. Regular reflection sessions help to critically scrutinise and adjust progress.
KIROI helps managers to understand cultural change not as a one-off action, but as a continuous process. This enables them to recognise obstacles at an early stage and promote creative solutions within the team. As an example, an international logistics company introduced a process for the annual measurement of cultural change, which made the organisational culture visible and identified the need for action.
A third example shows how a service company was able to make its culture more flexible and self-determined by introducing new decision-making processes. Employees gained more creative freedom and the organisational culture changed towards greater personal responsibility and trust.
Connecting people, structure and technology in cultural transformation
Even if the organisational culture is a slow process, it does not remain static. Management should constantly adapt structures, processes and communication in order to support cultural development. This means, for example, introducing new communication channels that provide space for exchange and feedback.
In the world of technology companies, it is often shown that an open culture of error improves the climate for innovation. By providing management with targeted support for the organisational culture, change processes become easier to understand and experience for everyone involved.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a consultancy project, KIROI helped to develop a culture that promotes data-based decisions. In addition to the technical infrastructure, the cultural requirements were also created in order to anchor data acceptance and use in the organisational culture in the long term. This was done without excessive demands, but with targeted support and individual impulses.
An organisational culture based on trust and openness helps employees to continuously develop and actively shape change. Managers thus become cultural shapers who support and develop projects with KIROI coaching.
My analysis
In addition to clarity of content, the transformation of organisational culture requires patience and an active understanding of management. Managers need support in order to drive change forward sustainably and to take employees with them. KIROI helps to make these processes transparent, to integrate individual strengths and to think about cultural change not in isolation, but in conjunction with structures and processes. This is not about short-term success, but about long-term impulses and accompanying processes that promote appreciation and development.
Further links from the text above:
[1] Cultural transformation - 4 steps and 4 networks
[3] Cultural change: 6 effective steps to change corporate culture
[5] Change management: cultural change through AI in the company
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