How change processes can be successfully supported
Changes in a company are complex and affect not only new structures or processes, but above all the way people work together and the corporate culture. A look at change management shows how important it is to involve people in this process and provide them with long-term support. Many managers and employees report that one-off measures are often not enough to anchor changes and shape cultural change. Instead, continuous impetus is needed to make progress visible and celebrate successes together in order to promote motivation and openness.
Importance of change management for cultural change
Change management is a process that is not only purely structure-orientated, but also accompanies the conscious shaping of the corporate culture. After all, cultural change requires a new approach to cooperation and behaviour based on trust, openness and flexibility. Many companies find that change management helps to create these foundations and promote them in the long term. Managers play a central role in this: they are role models and help shape values and behaviour in everyday life. This involves both structures and a shared understanding of change that is supported by all levels.
Change management as support - dynamic support and impetus
A good step in change management is to understand change not as a singular event, but as an ongoing process. Coaches, consultants or internal change agents support managers and teams by providing regular impetus and reflecting on processes. The involvement of many levels has a particularly lasting effect. Ideally, employees at different hierarchical levels can help to shape the process, creating an environment in which change becomes visible and gains momentum.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) The company built up a network of internal change officers who actively lived the new cultural change together with managers and teams. This broad-based management created a continuous dynamic that established change deep within the company.
How managers shape cultural change in change management
Managers take on a formative role in change management. They regularly reflect on progress and, through their own behaviour, provide impetus that promotes sustainable change. They promote a culture that sees mistakes as learning opportunities and supports openness to new ideas. They also develop their communication skills by focusing on dialogue and facilitating honest feedback. This builds trust within the team and increases the willingness to embrace new approaches.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) As part of a project, KIROI supported a medium-sized technology company in establishing an innovation-friendly culture. Through targeted coaching, managers were empowered to promote an open attitude and create spaces for experimentation. This helped the organisation to break down barriers to implementing change.
Bottom-up participation as a supplementary lever in change management
Successful cultural change in the context of change management also utilises the active participation of employees in addition to the management level. While managers usually set the strategic goals, employees contribute valuable ideas and suggestions as to where changes should be made and how they can be implemented. Feedback during implementation is also important in order to recognise challenges early on and make adjustments. This interplay of top-down and bottom-up ensures that cultural change is brought to life.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) A counter-current process was established in a consultancy project: The management initially defined clear cultural objectives, while employees actively participated in the search for suitable measures. Feedback was continuously incorporated into adjustments, which made implementation more sustainable.
Impulses for continuous development and sustainability in change management
Long-term success in the change process is only possible if the culture is not only adapted selectively, but remains a dynamic system. This includes regular spaces for reflection, exchange formats and platforms for sharing experiences that promote collective learning. People need orientation, which is why small, achievable milestones that make progress measurable and have a motivating effect help. Change management therefore supports change and provides the necessary momentum to ensure that innovations are not forgotten.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) One company established monthly feedback rounds in which the status of the cultural programme was discussed. Employees were actively involved in order to identify obstacles and contribute new ideas. This enabled the change programme to be developed in an agile manner.
My analysis
Experience has shown that change management is an indispensable element in shaping cultural change with a lasting effect. It is important to accompany change as a continuous process that involves both management and employees. The combination of targeted impulses, role model function and participation formats creates a dynamic culture of change that has an individual and organisational impact. Professional guidance supports projects, but is not a quick fix or a miracle cure - rather, it is impetus and guidance that clients often find helpful.
Further links from the text above:
Rethinking change management: KIROI step 4
Cultural change: 6 effective steps to change corporate culture
Cultural change in companies: Your path to the future
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