Keeping the focus on cultural change
Many organisations face a key challenge: how to anchor change processes sustainably in the corporate culture. It is not enough to simply adapt processes, because the real success only becomes apparent when new values and behaviours are put into practice. Change processes must therefore be accompanied by cultural change from the outset in order to ensure long-term acceptance and employee participation.
A company's culture consists of shared values, norms and patterns that characterise daily interaction. If these are not consciously shaped as part of a change process, turnover and initiatives quickly run the risk of being slowed down by resistance or a relapse into old routines. A key aspect here is to actively involve employees and take their perspectives, concerns and wishes seriously. This can create a dialogue that deepens understanding of the change and promotes new ways of thinking.
Impetus and support as the key to cultural anchoring
Change management accompanies change with targeted impulses and supports management and employees in consciously shaping the culture. Moderated workshops or open dialogue rounds are a good way of facilitating continuous feedback. Such formats create transparency and invite joint further development.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) As part of a digitalisation project, the workforce was closely involved through moderated workshops. Not only were the upcoming changes presented there, but concerns were also openly addressed and wishes collected. The ongoing communication and involvement of employees led to a high level of acceptance of the new working methods.
Managers are just as crucial for successful embedding. They act as role models and play a key role in shaping how new values and behaviours are lived within the company.
Leadership as a driving force for change
Modern leadership means not only managing structures and processes, but also actively shaping the corporate culture. Managers can create a climate of openness and flexibility through their own behaviour. This promotes a positive attitude towards change and motivates employees to get actively involved.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) An innovation-friendly culture was established in a technology company by empowering managers in coaching sessions to encourage experimental thinking and open up space for new ideas. This showed how a new cultural spirit can emerge that breaks down barriers and supports long-term development.
In addition, the introduction of regular reflection rounds ensures that progress is reviewed and adjustments are made where necessary. This creates a learning culture in which change is seen as a permanent process and not a short-term project.
Practical models and methods for support
Various methodological approaches have proven effective in managing cultural change. One well-known model, for example, offers a clearly structured guide to accompany individual and organisational change. The following phases take centre stage: awareness of the need for change, the desire for change, the acquisition of skills, implementation and permanent anchoring.
These phases make it clear that, in addition to technical adjustments, the human side of change also needs to be focussed on. The methods support managers in minimising resistance and empowering employees to introduce and consolidate new behaviours.
How acceptance and sustainable development come about
Clients often report that it is not enough to implement one-off measures. Rather, continuous support and impetus are needed to keep the transformation alive. This includes making successes visible and celebrating them together to encourage motivation. Short, tangible milestones also provide orientation and strengthen the feeling of progress.
Experience shows that the involvement of many levels - from managers to change agents to the employees themselves - has the potential to change the corporate culture in a targeted manner and to anchor the change in the long term.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) The company implemented a network of internal change officers who, together with managers and teams, lived the new culture and provided impetus for further developments. This broad-based management created a sustainable dynamic that deeply anchored the change.
My analysis
In change processes, it is becoming increasingly clear that cultural change is the key lever for sustainable success. The involvement of employees, the role model function of management and the use of suitable methods are decisive factors here. Change management can thus be understood as continuous support that provides impetus and ensures that change is not only introduced, but also lived.
Further links from the text above:
[1] Rethinking change management: KIROI step 4
[2] Change management: definition and examples
[3] Change management culture: KIROI step 4 for cultural change
[6] Change management - methods, instruments and practical examples
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