For many organisations, cultural transformation is a crucial step in meeting the challenges of change. The fourth step of the KIROI model in particular shows how essential it is to anchor the transformation deeply in the reality of the organisation. This is precisely where decision-makers are faced with the task of providing impetus, providing comprehensive support for the cultural transformation and shaping it in a sustainable way.
Understanding and shaping cultural transformation
The term cultural transformation refers to the process of systematically changing the fundamental values, beliefs and behaviours of a company. It goes far beyond superficial adjustments and is aimed at a sustainable further development of the corporate culture. This change supports innovation, agility and stronger collaboration within the company.
One example of this is Bosch, which has actively opened up its originally rather conservative corporate culture. Employees are encouraged to act more flexibly in projects such as the development of self-driving vehicles. The company specifically favours more open communication, which strengthens the basis of trust and accelerates innovation.
Another example comes from Netflix, where the principle of „freedom and responsibility“ is deeply rooted. Employees enjoy great freedom in organising their working hours, which increases their own initiative and creativity. The shift towards this culture has contributed significantly to the company's leading role in the streaming market.
At Zappos, on the other hand, employee satisfaction takes centre stage. Flat hierarchies and a holocratic organisational model promote an open corporate culture, which has a direct impact on outstanding customer loyalty and business success.
KIROI step 4: Decision-makers as the engine of cultural transformation
The fourth step in the KIROI process is aimed specifically at decision-makers who want to actively support the cultural transformation. The aim here is to take responsibility and manage the transformation with a clear strategy and targeted measures.
Decision-makers should pay particular attention to the following aspects:
- Clear communication of the new values and goals in order to create a common understanding.
- Systematic involvement of managers and employees to reduce resistance.
- Measuring progress using suitable indicators to visualise successes and make adjustments.
A practical example shows a mechanical engineering company with around 270 employees at several locations that has actively introduced cultural change. The focus was on reducing departmental thinking and improving communication across hierarchical levels. Through accompanying coaching and transparent feedback processes, they were able to significantly stabilise and strengthen the corporate culture within a year and a half.
BEST PRACTICE with one customer (name hidden due to NDA contract)In close cooperation with the management, a culture-changing workshop was established that involved all management levels. This process made it possible to openly address conflict issues and redefine shared values. In addition, clear principles for cross-departmental collaboration were developed, which led to a noticeable improvement in team dynamics.
Methodological support for cultural transformation
Decision-makers who want to master cultural transformation are increasingly relying on proven methods and models. This begins with a thorough analysis of the current culture. Digital tools and surveys make the current situation measurable and visible. Based on this, target cultures are defined that reflect the corporate vision and market requirements.
For the transformation to succeed in the long term, it is important to involve all employees. Change processes are often supported by change agents. These ambassadors from different areas provide impetus and act as bridge builders. Networks within the organisation promote commitment and facilitate the acceptance of new values and behaviours.
Companies in the digital sector also rely on cultural transformation in order to successfully implement innovative development methods such as agile projects. Management remains deliberately cautious here and gives the teams the freedom to develop their own solutions. This creates a climate of openness and mutual trust that boosts performance and creativity.
Tips for decision-makers: actively shaping cultural transformation
The following approaches have proven to be successful in supporting cultural transformation in your organisation:
- Rely on clear and authentic leadership that leads by example.
- Promote a culture of open communication in which feedback is welcome.
- Strengthen employee involvement through participative formats and regular opportunities for dialogue.
- Use digital tools for transparency and networking.
- Support change processes professionally with coaching and external moderation.
For example, technology companies are increasingly integrating digital platforms for employee surveys and sessions that support cultural change in an agile way. In manufacturing companies, on the other hand, the combination of value communication and practice-orientated workshops has proven its worth in making change tangible and consolidating it.
My analysis
Cultural transformation is a complex but essential process for the sustainable success of many companies. KIROI Step 4 emphasises the important role of decision-makers who support developments with clear strategies and suitable measures. Practical examples from various industries show how important trust, transparency and participation are for a successful transformation. In the long term, these changes create a corporate culture that promotes innovation and enables agility.
Further links from the text above:
Successful cultural transformation for companies
Top 3 examples of a strong corporate culture
Cultural transformation - 4 steps and 4 networks
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