Cultural transformation is becoming increasingly important in companies. Decision-makers in particular are faced with the challenge of supporting this complex change in a targeted and sustainable manner. The focus here is on the fourth step in the KIROI model, which plays a key role for managers. This is because it is important to take responsibility for cultural change and actively support it. Cultural transformation is not a one-off process, but a continuous shaping of values, behaviours and beliefs that ensure long-term success.
Why cultural transformation is essential for decision-makers
Companies are in a constant state of change. Digitalisation, new market requirements and changing employee expectations make adjustments unavoidable. Cultural transformation helps to not only implement these changes superficially, but to anchor them in the organisation in the long term. Decision-makers have a responsibility to act as role models. Their behaviour sends out strong signals that support and motivate employees in their change process.
For example, a medium-sized production company has ensured that teams can react flexibly to customer requests through transparent communication and the promotion of agile methods. In the service industry, companies report that establishing trust and open communication breaks down silo structures and improves collaboration. An international IT company uses cultural transformation specifically to support an innovation-orientated mindset and retain top talent in the long term.
Consciously shaping cultural values: Step 4 in the KIROI model
The fourth step in the KIROI approach requires managers to act as active facilitators of transformation. This is about more than just formulating visions or values. Decision-makers must credibly exemplify these values and initiate measures that promote the desired behaviour. A culture based on trust, openness and innovation becomes tangible and tangible. Decisions become more transparent and employees feel involved.
For example, a leading car manufacturer has drastically shortened its innovation cycles by introducing personal responsibility and reducing bureaucracy. Teams develop projects faster as hierarchies have been flattened. In a large service provider, regular feedback rounds and participative leadership created a climate that supports change and activates employees. In addition, a globally active software company used methods such as design thinking to integrate creative problem solving into everyday life.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized technology company has successfully implemented the fourth step of its cultural transformation with the support of transruptions coaching. The management has established an open communication culture and developed common guidelines for collaboration. Employees were actively involved in decision-making processes. This helped to overcome resistance and create a sustainable, agile culture that now reacts better to market changes.
Recommendations for decision-makers in cultural transformation
Managers should set realistic goals and understand cultural transformation as an ongoing process. It helps to obtain regular feedback and make successes visible. Employee surveys, workshops and open dialogue formats in particular support the development of a vibrant corporate culture.
Practical tips:
- Demonstrate which values count through consistent behaviour.
- Promote a culture of error that favours learning and development.
- Enable agile working methods to increase flexibility in projects.
These impulses strengthen trust within the team. One example is an international consulting firm that supported a cultural shift towards agility through targeted training and coaching. Employees spoke up more openly and contributed innovative ideas. In another organisation, the emphasis on shared values led to better cross-divisional collaboration.
The importance of sustainable support during change
It is important for cultural transformation that decision-makers accompany the change in the long term. Quick fixes or half-hearted measures often lead to setbacks. Continuity, patience and a clear focus on the shared vision are crucial. It helps to involve employees in the process time and again and to take their experiences seriously.
Three examples illustrate this: A manufacturing company has established weekly team meetings to reflect on change. A software company organises regular open space meetings in which ideas for cultural development are collected and prioritised. A service provider has introduced a reward system that visibly recognises and promotes collaboration and innovative spirit.
My analysis
Cultural transformation is a strategic success factor that is often underestimated. The fourth step of the KIROI model is particularly crucial for decision-makers: as role models, they must actively shape and support cultural values. Anchoring them sustainably changes behaviour and creates space for innovation and agility. Managers who utilise this lever measurably strengthen their company for future challenges.
Further links from the text above:
Successful cultural transformation for companies
Mastering cultural transformation: KIROI step 4 for leaders
Corporate culture: Top 3 examples of strong organisations
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