At a time when working environments are changing rapidly, the need for real transformation is increasing - especially in the area of corporate culture. Cultural change is not a trend, but a necessity for organisations that want to remain flexible, innovative and fit for the future. After all, teams and managers can only grow together if values and behaviour are adapted in the long term[1][4]. Transruption coaching provides targeted support to organisations in such processes relating to cultural change and shows how relevant impetus can be provided.
Why cultural change is so important for companies
Cultural change does not begin with new mission statements or attractive posters, but with concrete measures in everyday life. Many companies face similar challenges: They want more trust, better communication and greater mutual appreciation[2]. At the same time, they realise that old patterns are difficult to break. This is where transruptions coaching provides support with systemic methods, because they not only address the symptoms, but also the real causes of stagnation.
An example: A medium-sized manufacturing company wanted to improve collaboration between production and development. Targeted workshops and the introduction of new meeting formats resulted in an open exchange of processes and ideas. This loosened blockages and made innovations possible that previously seemed unthinkable.
BEST PRACTICE with one customer (name hidden due to NDA contract) An industrial company wanted to strengthen collaboration and personal responsibility. In the first year, the team focussed on raising awareness, in the second on a shared vision. The decisive step was the integration of new behaviours into everyday working life: collaboration zones were created, digital platforms were introduced and managers led by example. The result: collaboration became more open, the willingness to experiment grew and employees took on more responsibility. It was important that the changes did not remain selective, but had an impact on all areas - this is how the new culture became firmly established[3].
Another example from the service sector: one company established a new feedback culture by allowing employees to give regular feedback in structured formats. Managers actively participated and thus ensured trust and transparency. These small but consistent steps led to a measurable increase in employee satisfaction.
KIROI step 4: Anchoring the new culture in everyday working life
At the heart of every successful cultural change is the anchoring of new values in daily interaction. In the KIROI approach, step 4 stands for this integration: this is about managers not just talking about values, but actively living them[1]. They are role models, shapers and multipliers at the same time - and thus play a decisive role in shaping change[2].
Clients often report that they are unsure how they can establish new behaviours. This is where targeted coaching can help: individual and team formats support managers in identifying blind spots, clarifying their own values and credibly implementing the desired behaviour[2]. This is the only way to create a nucleus for the new culture that will have an impact on the entire company.
A concrete example from the IT sector: one company introduced regular retrospectives in which teams spoke openly about successes and failures. The management took an active part, demonstrating that a culture of error and a willingness to learn are taken seriously. This created a new room for openness and development[1].
Practical tips for implementing cultural change
Cultural change does not happen overnight, but through targeted, repeated impulses. Use the following approaches to accompany the change:
Start by analysing the current culture and define a clear target picture together. Involve all levels so that changes are supported from the outset. Develop specific, measurable goals and adapt processes and structures to the new direction. Create room for experimentation and learn from mistakes, as this is how sustainable changes in behaviour are created[5].
An example from the automotive industry: one company focussed on agile methods and iterative working methods. Employees were involved in the process and were able to contribute their ideas. This led to greater motivation and better results, as the cultural change became a tangible part of everyday working life[1].
Use regular reflection sessions to visualise progress and make adjustments. Invest in the further development of managers, as they are the key to success. And, if necessary, seek external support, such as transruption coaching, to provide professional guidance throughout the process.
My analysis
Cultural change is a complex but rewarding process. Companies that follow this path consistently report increased motivation, better collaboration and greater innovative strength[4]. The key is not only to formulate new values and behaviours, but to live them on a daily basis - and to involve all levels of the organisation in the process. Managers play a central role here because they drive change and act as role models[2]. Transruption coaching offers the right support to successfully shape such change processes and anchor them sustainably.
Cultural change remains an ongoing task, but it is worthwhile: it creates the basis for sustainable organisations in which people enjoy working and growing together.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 for decision-makers[1]
Mastering cultural transformation: KIROI step 4 for managers[2]
Targeted design with KIROI Step 4[3]
KIROI step 4: Drive cultural transformation in a targeted manner[4]
Cultural change: 6 effective steps to change corporate culture[5]
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