Why a dynamic culture enables change
Change management culture plays a central role when organisations want to change. In complex environments where technical innovations, changing market requirements and new ways of working come together, there is a need to consciously shape culture and support change. A culture that promotes openness, trust and flexibility creates the framework for people to adapt to new processes.
In practice, many companies are finding that their employees are having to deal more frequently with uncertainty, new technologies and changing roles. Managers often report that the challenge lies not only in the introduction of new processes, but also in the question of how the culture develops and how people remain motivated. As consultants for change projects, we provide impulses that help to tackle precisely these issues - without promising results, but with sustainable support.
Change management culture: leadership as a formative lever
Managers play a key role in managing a culture in transition. They are not only responsible for structures and processes, but also for how values and behaviour are manifested in the company. Sometimes future-orientated managers act as role models and actively exemplify the desired change. Regular reflection sessions offer them the opportunity to critically scrutinise progress and make adjustments.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
As part of a project, we supported a medium-sized technology company in establishing an innovation-friendly culture. Through coaching sessions, managers were empowered to encourage an open-minded approach and create spaces for experimentation. This revealed a culture that breaks down barriers and supports long-term development processes without promising quick fixes.
In addition to the example set by managers, it is important to introduce structured formats such as workshops or open dialogue rounds in which employees can contribute their views. This creates transparency and enables continuous development.
Connecting people, structures and technology in cultural transformation
A holistic change management culture combines the dimensions of people, structure and technology. Technology companies often find that open communication channels and data-supported decision-making processes change the culture towards more trust and personal responsibility. Measures should not be viewed in isolation, but as interlocking impulses that become effective together.
Another example shows how a service company supported a flexible and self-determined culture with new decision-making processes. Employees were given more room for manoeuvre and collaboration was characterised by trust. This is how a sustainable cultural change can be supported.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)
In a consulting project, we supported a company in anchoring data-supported decisions in its culture. We not only created the technical prerequisites, but also used targeted impulses to promote the acceptance and sustainable use of data as part of the corporate culture, accompanied by continuous feedback and without excessive demands.
Impulses for a lively change management culture
An important aspect in the development of a change management culture is stimuli that support employees in discovering new room for manoeuvre and getting actively involved. It is often specific formats such as workshops, feedback rounds or innovation platforms that make change tangible and make obstacles visible.
Companies from the manufacturing industry, for example, rely on open sessions in which values are discussed together and adjustments are regularly reflected upon. Service companies promote self-organisation and create new decision-making processes. Technology companies create a breeding ground for innovation through an explicit culture of error and experimentation.
Without the accompaniment of such processes through suitable coaching and support, change projects are often not sustainable. The change management culture needs support in order to move from theory to practice.
My analysis
A change management culture is not a one-off product. Rather, it is a continuous development that is supported by transparent dialogue, trusting relationships and clear leadership. Companies are well advised to empower their managers in a targeted manner and support employees in order to shape change together and anchor it in the long term.
Further links from the text above:
[1] Change management in the face of New Work - how to do it right
[2] SEO Glossary: Change Management - Specht GmbH
[3] Transforming organisational culture: KIROI Step 4 for Leaders
[4] Transforming organisational culture: KIROI Step 4 for Leaders
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