Understanding the challenges of cultural transformation
The term "cultural transformation" is increasingly being discussed in companies when managers set out to accompany far-reaching changes in the corporate culture. Particularly in times when technological innovations and changing market conditions characterise daily business, uncertainties and questions often arise. Many decision-makers report that they need support in integrating new values and behaviours. This is not just about adapting processes, but about understanding and experiencing new cultural patterns that permeate the entire organisation.
With the interplay of the four KIROI steps, cultural transformation becomes a project-accompanying process that provides impetus and support instead of promising quick solutions. Those responsible often want guidance on how they can initiate and manage far-reaching changes in cultural interaction without quickly abandoning the tried and tested. Cultural integration in particular is a sensitive step that requires time and a sensitive approach.
The role of cultural integration as the fourth step
In the fourth step of cultural transformation, the focus is on anchoring new ways of thinking and acting in the organisation in the long term. This means that culture is not perceived as something external, but is deeply integrated into the day-to-day running of the organisation. Decision-makers should promote an innovation-friendly attitude that also emphasises open communication and a willingness to experiment.
An example from industry shows how important it is to involve employees step by step: A manufacturing company was committed to increasing the acceptance of data-driven decisions. A combination of workshops and accompanying discussions proved successful here, helping employees to understand the practical benefits of new methods and gain their own experience.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) As part of the cultural integration, the coaching team supported the management level in promoting the new collaboration of hybrid teams. Targeted moderation and reflection sessions were used to raise awareness of appreciative communication, which demonstrably improved collaboration and strengthened the climate for innovation.
Service companies also rely specifically on this cultural anchoring: agile working methods were not only introduced there, but also made visible through continuous training and success stories. Clients report that this contributes significantly to the acceptance of the cultural change and has positive long-term effects on customer satisfaction and employee motivation.
Impulses for successfully shaping cultural change
Active support for cultural transformation includes various aspects that decision-makers can specifically promote. For example, it is important to offer spaces for experimentation in which employees can try out possible changes without fear of making mistakes. Encouraging lifelong learning helps to cultivate an attitude that remains open to new ideas.
In the area of production, a direct dialogue between production and management was created in a medium-sized company through the introduction of regular feedback loops. This not only encouraged innovative suggestions, but also strengthened the feeling of co-design and appreciation among employees.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) The coaching team supported the introduction of an open error culture for a company focussing on digital services. Together, values development and specific measures were defined that enabled the teams to address challenges transparently and learn from them. This was seen as an important step towards sustainable cultural change.
Practical experience shows how important it is to patiently manage expectations. It is often reported that cultural transformation takes time and cannot be enforced with fixed targets. Instead, the accompanying process helps to give space to sensitive questions and individual needs.
The importance of leadership and communication in times of change
Managers play a central role in this process. Their attitude, exemplary behaviour and communication are key factors in facilitating change. Open and transparent communication that picks up employees based on facts and incorporates their experiences promotes trust and acceptance. Managers are often also facilitators of change and require specific support and impetus.
Companies from the technology and engineering sectors report that the introduction of leadership development programmes is a useful practice to help managers deal with cultural uncertainty and prepare them specifically for their new role.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) A series of management development workshops were implemented as part of the coaching process. Here, decision-makers were given specific tools and opportunities for reflection in order to gain more confidence in dealing with cultural change. The series of seminars was subsequently recognised as a valuable building block in the overall cultural change process.
In this way, cultural transformation is transformed from an abstract challenge into a mouldable process that is accompanied, supported and provided with valuable impulses.
My analysis
Cultural transformation is a multi-layered process that involves much more than just structured measures or project plans. Decision-makers who accompany cultural transformation are faced with the task of understanding and harmonising values, perceptions and behaviours in equal measure. This is precisely where KIROI Step 4 comes in, by promoting an accompanying attitude that not only provides impetus, but also leaves room for development and individual experience. An open management culture and clear but empathetic communication prove to be particularly helpful for positive change within the organisation.
Further links from the text above:
Cultural transformation - 4 steps and 4 networks [1]
Change management: cultural change through AI in the company [4]
Mastering cultural transformation: KIROI step 4 for leaders [7]
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