How change is accompanied in organisations today
The demands placed on change projects are constantly increasing - both in terms of depth and scope. Change management is therefore being rethought and increasingly linked to the cultural transformation of an organisation. It is no longer just a matter of adapting processes or systems, but of supporting and developing existing patterns of thought and behaviour within an organisation. This holistic view supports sustainable change and creates the basis for long-term adaptability.
Change processes and cultural change - two sides of the same coin
In modern change management, changes to corporate culture are no longer a side issue, but an integral part of every transformation initiative. Organisations that have to respond to complex challenges today recognise that the desired success often fails to materialise without consciously shaping the culture. Such a cultural change affects the values, attitudes and behaviour of all employees.
Typical initial situations include mergers, growth, the introduction of agile methods or a change of management level, where the existing cultural structure is put to the test. Accompanied cultural change provides impetus here and supports the acceptance of new things without artificially forcing them. The focus is on the employees, as they are the ones who bring the change to life and thus make the organisation more resilient.
KIROI BEST PRACTICE at company XYX (name changed due to NDA contract)
In a major consultancy project, change management was organised in such a way that the cultural framework conditions were systematically developed alongside the technical introduction of new working methods. Employees not only received information, but were actively involved in the process and learnt to take responsibility for the change. This allowed a new understanding of collaboration and error culture to emerge, which gradually became anchored in the company.
Standardisation meets individual support
An important step forward in change management is the development of standardised methods across all projects. At the same time, it is clear that a "one-size-fits-all" solution rarely works. This is because every change brings its own challenges and specific needs. Organisations at an advanced level of maturity therefore integrate change management standards into their project planning. Change management is included as an indispensable part of this from the outset and not seen as an additional task.
These standards ensure repeatability and a common language in change projects. However, successful support always retains sufficient flexibility to respond to individual situations. Managers and employees are supported in actively fulfilling their roles. Managers, for example, take on the role of visible sponsors who motivate and exemplify change.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract)
In a technology group, change management was anchored as an integral part of the project approach. The managers received targeted training to strengthen their role as culture bearers. At the same time, a change management community was established to promote dialogue and disseminate methods and tools among the teams. This created sustainable skills that had an impact beyond individual projects.
The role of managers as active shapers
Managers are key figures in cultural change and have a significant influence on how new behaviour is adopted. They are not only trendsetters, but also important communicators and supporters in the implementation of change. Active listening, dealing openly with mistakes and fostering trust are fundamental tools. This role model function is the only way to create a climate in which employees recognise change as an opportunity and help to shape it.
Through targeted support, managers are strengthened in their ability to conduct constructive dialogues, establish a feedback culture and keep teams stable during periods of uncertainty. Instead of imposing change, they provide impetus and accompany the process with a clear focus on the people behind it.
KIROI BEST PRACTICE at LMN (name changed due to NDA contract)
In a medium-sized company, KIROI coaching was used to teach managers how they can actively and authentically support cultural change in their day-to-day work. Training areas were created in which communication and emotional understanding were trained. The teams often reported how much more confidence and openness they felt after the introduction of this approach.
My analysis
Change management in conjunction with cultural change is a process that requires time and conscious leadership. Standardised methods and individual support are not mutually exclusive, but complement each other. The decisive factor is the involvement of employees and the active role of managers as initiators and culture carriers. Support through professional coaching can help to bring the new values and behaviours to life instead of just declaring them.
Experience shows that sustainable change does not happen overnight. Instead of making promises of effectiveness, support helps to understand individual steps, make processes more transparent and utilise individual strengths. This results in change that creates new opportunities for the entire organisation and increases resilience.
Further links from the text above:
[1] The Four Principles of Change Management - Mindtools
[2] Achieve cultural change in your organisation
[4] 5 Levels of Change Management Maturity - Prosci
[5] Organisational development and cultural change
[7] Transforming organisational culture: KIROI Step 4 for Leaders
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