Cultural transformation: shaping and sustainably anchoring change
Cultural transformation is not a project, but a conscious development that lays the foundation for sustainable corporate success[1]. Many decision-makers realise that they are at a turning point because the market, employees and customers are making new demands. If you want to successfully master cultural transformation, you have to question old values, thought patterns and behaviours and set new impulses in a targeted manner. Companies often come to transruptions coaching with specific challenges: communication stagnates, departments work in isolation, innovations are created too slowly, or value statements lack practical application. This is exactly where the work on real cultural transformation begins - supported by professional guidance and clear methods.
Understanding and initiating cultural transformation
Cultural transformation means consciously reorganising structures, processes and daily interaction[1]. It is not a one-off action, but a continuous development process. Stocktaking, open dialogue and the courage to address weaknesses are key steps. In practice, it has been shown that many organisations start with an assessment of where they stand today and where they want to develop[3]. External coaching can help to recognise blind spots and incorporate different perspectives.
Example 1: People at the centre
At a traditional mechanical engineering company that we were able to support as part of a transruption coaching programme, the initial situation was challenging: growth was stagnating and internal conflicts were blocking new developments. Employees did not feel listened to, mistrust characterised the cooperation and there was a lack of cross-departmental collaboration. Coaching initiated a participative process that involved all levels. The cultural transformation began when managers openly addressed the situation and defined goals together with the team. Through consistent communication and transparent decision-making, a more open and innovative corporate culture gradually emerged.
BEST PRACTICE with one customer (name hidden due to NDA contract) In an internationally active medium-sized company with several locations in Germany and the Czech Republic, we experienced how long-standing silos made collaboration difficult. The management team had the courage to initiate a values workshop and involve all managers in advance. A shared vision emerged from the analysis of the current situation - as well as metrics to visualise progress. Over a period of one and a half years, regular feedback loops were installed and employees were given a say in process design and new product ideas. The result: the corporate culture developed measurably and innovative strength increased noticeably.
For other companies, the starting point is different: some discover that digitalisation and agile working force a cultural change because old structures react too slowly to change. It is often managers who provide the impetus and actively drive cultural transformation.
Utilising employees as drivers of change
Successful cultural transformation is only possible if the workforce is involved. Employees are experts on their working environment and know what obstacles they face on a day-to-day basis. This is why many companies use participative approaches: Open forums, innovation workshops and cross-functional teams bring a breath of fresh air because ideas are brought from the bottom up. Companies that actively involve their employees often report higher levels of identification and commitment.
Example 2: Decisions at eye level
BEST PRACTICE with one customer (name hidden due to NDA contract) A well-known food manufacturer wanted to increase the innovative strength of its product development. Instead of cementing traditional hierarchies, the management invited employees at all levels to an innovation lab. There, teams could develop, test and present their own ideas - without fear of making mistakes. Collaboration was organised in such a way that responsibility and expertise counted, not the title. After a short time, new products were created that successfully established themselves on the market and internal communication improved significantly.
Such open structures not only promote innovation, but also a culture of self-responsibility. Companies such as Netflix and Zappos show how cultural change can succeed when trust, freedom and responsibility are at the centre[8]. Zappos relies on flat hierarchies, while Netflix has no rigid working hours - trust and a focus on results are what count. These companies prove that cultural transformation has a lasting effect when values are actually put into practice.
Example 3: Consistently living values
BEST PRACTICE with one customer (name hidden due to NDA contract) A German family-owned company in the consumer goods sector has launched a values offensive. The strategy: not just defining values, but consistently testing them in everyday life. Managers were trained in open formats, the feedback culture was systematically expanded and successes were celebrated as a team. Time and again, all employees reflected on whether decisions were in line with the defined values - and where there was still a need for action. This made the cultural transformation dynamic and suitable for everyday use.
Example 4: Transformation through agile methods
Agile working is more than just a trend - it is fundamentally changing corporate culture. Bosch, for example, has scrutinised its planning culture in recent years: where detailed processes used to dominate, there is now targeted freedom for innovative projects. For example, a safety-critical component for an electric car manufacturer was developed in just ten months - a process that used to take two years. The management consciously focussed on new forms of collaboration and thus created a more open, goal-oriented culture[2].
We also support companies that use agile methods to accelerate their change process. Our transruption coaching shows: Adding room for manoeuvre to the traditional hierarchy strengthens employee loyalty and significantly improves the ability to innovate.
Challenges and success factors of cultural transformation
Cultural transformation is not a sure-fire success - it requires time, perseverance and genuine participation. Resistance is normal and shows that the change is relevant[5]. Anyone who wants to successfully shape cultural change must therefore actively address and endure resistance and recognise it as a learning opportunity. Our experience in coaching: transformation works best when managers are role models and credibly exemplify change. The role of transparency should also not be underestimated: employees want to understand why something is being changed and how it will benefit them.
My analysis
Cultural transformation is one of the key challenges of the 21st century for modern organisations. It can only succeed if it is understood as a holistic change process - with a strong focus on values, collaboration and leadership. Companies that consciously develop their culture report measurably greater innovative strength, better employee retention and increased competitiveness[1]. If you want to shape cultural transformation sustainably, you need courage, a structured approach and external support. transruptions coaching supports you in finding your own path - and experiencing real change.
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Further links from the text above:
Cultural transformation as the basis for lasting success (Open now)
Corporate culture: an example of value-based change (Open now)
Cultural change in companies (Open now)
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