A successful Organisational culture change is often the key to a company's future viability. The fourth step of the KIROI method is a particularly decisive challenge for managers: How can the new culture not only be defined, but also sustainably anchored in everyday working life? In this article, leaders will learn how they can provide targeted support for this key stage.
Organisational culture change: the importance of anchoring in everyday life
Experience shows that corporate culture does not emerge from individual measures, but from consistently living it and embedding it in daily processes. The fourth step of cultural change in particular is about bringing values and new behaviours to life. Managers are role models here: They provide impetus and create framework conditions in which the desired attitude can really develop.
An exemplary case from the automotive industry shows how agile methods support change: Employees were encouraged to contribute their own ideas, while managers modelled iterative working methods. This created an atmosphere in which innovation became a matter of course and teamwork was noticeably improved.
One IT company focussed on an open feedback culture, among other things. The management level received training, new digital tools facilitated communication and feedback became an integral part of working together. This concrete integration gave the organisational culture change a tangible form that motivated employees and contributed to greater transparency.
In industry, too, the introduction of physical collaboration zones coupled with digital platforms is intensifying collaboration. Managers are leading by example and supporting a noticeably more open, innovation-friendly culture.
Concrete steps for managers in organisational culture change
When it comes to organisational culture change, leaders are faced with the task of anchoring the new culture at all levels. It is useful to follow these practical approaches:
- Define clear standards of behaviour that become visible in everyday life, for example through team rituals or regular feedback rounds.
- Use targeted training to develop skills that fit the new culture and support employees closely during implementation.
- Create spaces and media that promote collaboration and open communication - physically and digitally.
- Involve all hierarchical levels in order to increase acceptance and reduce resistance.
- Implement systematic feedback mechanisms that make progress measurable and enable continuous adjustments.
For example, transruption coaching at a medium-sized industrial company showed how cultural change could be realised step by step. Targeted impulses from the coaching resulted in new routines that were actively exemplified by the managers. As a result, more personal responsibility and a higher degree of innovative drive became noticeable in several teams.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medical technology company, a new feedback culture was introduced in the fourth step of the KIROI method. Digital channels supplemented face-to-face discussions and managers received individual coaching sessions to drive the culture forward as a living example. This enabled employees to continuously contribute their perspectives, which significantly increased acceptance of the change and improved collaboration.
How organisational culture change is supported by transruption coaching
Transruption coaching accompanies cultural change with systemic impulses that enable people to have new experiences and create the organisational framework for change. In practice, it has been shown that changes are more sustainable when managers are not just ambassadors, but an active part of the cultural change.
Clients repeatedly report that this support makes the implementation of the fourth step of the KIROI method more targeted and coherent. Processes are not only adapted, but a new attitude in leadership and collaboration is developed. This attitude supports flexible thinking and promotes innovative strength.
Examples from the healthcare sector illustrate how important it is to network cultural change across all departments. Managers from nursing and administration received targeted training and learnt how to actively shape their roles in the change. The result was a noticeable increase in team spirit and a sense of responsibility.
Practical tips for leaders in cultural change
- Anchor the new culture through visible rituals and communication channels.
- Use coaching to change individual behaviour and team dynamics in parallel.
- Make the change transparent and inclusive so that all employees are on board.
- Focus on continuous learning and flexibility so that the cultural change remains adaptive.
- Celebrate successes together to increase motivation and loyalty.
My analysis
The fourth step in organisational culture change is the bridge between vision and everyday life. Managers in particular have a special responsibility as they have to exemplify the new culture. With targeted support, for example through transruption coaching, it is increasingly possible to implement values and behaviours sustainably. In this way, the process is not experienced as a mere formality, but as a lively development that promotes motivation, cooperation and innovation. Ultimately, this helps companies to remain adaptable and future-proof.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 for decision-makers
Successfully implementing cultural transformation with KIROI Step 4
Mastering organisational culture change: KIROI step 4 unveiled
Mastering organisational culture change: KIROI step 4 for leadership
Corporate culture: creating change
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