Cultural change is an essential challenge for many companies today. The fourth step of the KIROI method in particular shows how decision-makers can successfully shape change. The aim here is to anchor the new corporate culture sustainably in everyday life and bring it to life. This is the only way to establish the desired changes in the long term and make them effective in day-to-day interactions.
Actively shaping cultural change: The role of managers in KIROI step 4
Management is at the centre of cultural change. It is their responsibility to exemplify new values and behaviours and to communicate them with commitment. A vivid example comes from the IT sector, where an open feedback culture was successfully introduced because managers were systematically trained and new communication formats were established. In line with this, digital tools supported a fluid exchange so that employees felt confident to speak openly and use feedback constructively[2][4].
A second example is a medium-sized mechanical engineering company. As part of the cultural change, a „values compass“ was developed together with employees. It is visibly displayed in the entrance area every day and reminds everyone of the common guidelines. This visible anchoring intensively supports the awareness of cultural change in everyday working life[6].
In the area of digital agencies, it has been shown that the reduction of hierarchies through new feedback processes significantly promotes innovation and creativity. Here, managers act as catalytic catalysts who credibly support and promote change in the corporate culture[6].
Practical approaches for cultural change in everyday life
There are various ways of anchoring cultural change in day-to-day business. A good example comes from the automotive industry, where agile methods and iterative work processes help to integrate change in a natural way. Employees are invited to actively contribute and implement their own ideas. This involvement increases motivation and identification with the new culture[2].
It is also advisable to define clear, measurable goals for the cultural change. One software company, for example, formulated the goal of improving collaboration between departments and introduced regular crossover meetings to achieve this. In this way, the change was strategically supported and visibly managed[7][9].
Communication and transparency also play a major role. In workshops, one consulting firm focused on open discussions about values and responsibilities, thereby creating trust and acceptance for the new behavioural norms[6].
Challenges and success factors in cultural change
Cultural change can rarely be implemented quickly and without resistance. Employees are often sceptical about change because familiar patterns are questioned. However, it is precisely this resistance that is an important indicator of the relevance of the change and must be consciously integrated. Methods that actively involve all those involved and provide scope for feedback support the process in the long term[3].
KIROI step 4 shows how a continuous learning process is created that goes beyond one-off change management. Gaining leaders as role models is a key lever. After all, change is only credible if managers actively live it[6][4].
Companies report that cultural change enables greater agility and innovative strength in everyday life and strengthens employee loyalty. An example from the technology sector shows how moderated workshops and regular feedback loops increased the sense of togetherness and accelerated decision-making processes[6].
Accompanying cultural change through transruption coaching
During this phase, many managers turn to specialised coaches to provide targeted support for cultural change. Transruption coaching helps to identify individual and organisational challenges and develop suitable solutions. Workshops to clarify values, feedback training and the development of leadership skills that authentically accompany the change are common.
BEST PRACTICE at a client (name withheld due to NDA contract): transruptions-Coaching launched a multi-stage cultural change programme at a global technology group. After an honest assessment of the corporate culture, managers developed a clear vision for the future in moderated workshops. This was translated into guidelines that are binding for everyone. Employees were involved from the outset, feedback loops were established and managers led the way as role models. The result: a much stronger sense of unity, faster decision-making processes and a measurable increase in internal innovation processes.
My analysis
Cultural change offers the opportunity to make companies fit for the future and resilient. The fourth step of the KIROI method focusses on the practical anchoring of new values. Decision-makers are called upon to lead the way as role models. With clear goals, active involvement of employees and professional support, the necessary changes can be permanently implemented in everyday life. In this way, cultural change is not a project, but a living development. Companies that consciously shape this path benefit from greater innovative strength, commitment and flexibility.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 for decision-makers
Mastering cultural change: success factor in KIROI step 4
Mastering cultural transformation: Step 4 to success with KIROI
Cultural change in companies: Your path to the future
AI in companies: Shaping cultural change in a human-centred way
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