A sustainable cultural transformation requires more than just superficial changes. The fourth step in the KIROI process in particular supports companies in permanently anchoring the new ways of thinking and behaviour in their structures and everyday life. In this way, cultural transformation is not only initiated, but also lived and further developed.
Cultural transformation: Why step 4 is crucial for success
The fourth step of a cultural transformation process focusses on making the initiatives sustainable and visible. This includes ensuring that new values and processes are not only implemented in the short term, but are firmly established within the company. Companies from a wide range of industries report that it is the anchoring of changes in day-to-day business that makes the difference.
For example, an automotive supplier was able to significantly improve cross-divisional collaboration by introducing regular feedback loops and new communication formats. These practices are not just measures, but have become part of the company's culture. A medium-sized technology company also specifically integrated new evaluation systems in this phase in order to promote and positively reinforce shared values. This was reflected in higher employee motivation and a closer connection to the company.
Another practical success was achieved at a service company that actively involved its managers in training programmes. The managers set a good example and supported the cultural transformation in the long term through their behaviour. Leading by example in this way is considered to be one of the most important drivers of change.
It is essential to critically scrutinise structures and processes and adapt them where necessary. This is the only way to create a framework that promotes a new understanding of culture and gradually replaces conservative patterns of behaviour.
BEST PRACTICE with one customer (name hidden due to NDA contract) In the fourth step, an international financial services provider created a targeted framework to make the cultural changes visible in everyday decision-making processes. A coaching team actively supported the change. The cultural compass that was introduced helped employees to find their bearings in the process and bring the new values to life. This enabled the change to be supported in the long term and become deeply rooted.
Practical implementation: tips for sustainably embedding cultural change
For a successful cultural transformation, companies should consider the following recommendations for action:
- Actively involve managers: They are important role models and opinion leaders. Their consistent stance on new values supports broad acceptance.
- Cascading of cultural objectives: One industrial company focussed on clear communication of the target culture at all hierarchical levels. In this way, employees understand what changes in behaviour are expected and can implement them in a targeted manner.
- Adapt structures and processes: A consumer goods manufacturer changed its reward system to encourage desired behaviours. This provided systemic support for cultural transformation.
- Regular feedback and reflection: Continuous communication and room for exchange help to recognise and address resistance at an early stage. This is particularly important, as cultural change is rarely linear.
- Impulses through small interventions: The use of so-called „culture hacking“ - targeted small changes that positively influence behaviour - can help to keep the transformation alive.
For example, one software company specifically used small workshops and mindfulness exercises to strengthen the error culture and thus promote a willingness to learn. Such measures give employees a sense of security and encourage change.
Daring cultural transformation: addressing challenges openly
Companies are faced with a wide range of questions when it comes to cultural transformation: How much do we need to change existing processes? Which values should be lived anew? How can we get all employees on board? Such issues are essential and show that a cultural transformation is a multi-layered process that requires patience and continuous support.
Sustainable anchoring is a frequently cited stumbling block. Many organisations report that without targeted consolidation methods, old habits easily gain the upper hand again. This is why transruption coaching sessions support reflection and the creation of a suitable framework for change. This makes it possible to explore and shape cultural transformation as a living process.
Several best-practice examples prove that the combination of structural adaptation, management development and targeted communication formats is an important lever for sustainable success.
My analysis
Successfully mastering cultural transformation means not only starting the process, but also anchoring it systematically and methodically. The fourth step in the KIROI model clearly shows that long-term success is based on the integration of new values into everyday routines, accompanied leadership and customised systems. Impulses from practice make it clear that transparency, cascading and continuous feedback are essential. Professional coaching supports targeted support and reflection on the challenges. As a result, companies not only gain in adaptability, but also in competitiveness and employee motivation.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 put to the test
Successful cultural transformation for companies
7 must-haves to anchor your cultural change
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