In times of rapid change, companies are faced with the challenge of continuously adapting their corporate culture. Cultural transformation is becoming increasingly important because it can create the basis for long-term success. A key success factor is the fourth step in the KIROI model, which specifically supports the sustainable anchoring of new values and behaviours.
Cultural transformation: a moving process
Cultural transformation is the conscious and systematic further development of a company's culture. This process is not superficial, but aims to change deeply rooted values, beliefs and behavioural patterns. Companies from the automotive, financial services and healthcare sectors often report that a targeted cultural transformation is the only way to achieve greater innovative strength and adaptability. For example, a medium-sized automotive supplier has redefined its management principles in order to be able to react more agilely to market requirements. In the financial sector, banks report how cultural transformation has improved cooperation between departments and increased customer satisfaction. Hospitals are also using cultural transformation to increase employee satisfaction while simultaneously improving service quality.
The KIROI model accompanies companies step by step, focussing on the fourth step: the sustainable anchoring of the new culture in everyday processes and structures. It supports implementation by, for example, enabling managers to act as role models and actively live the changed values.
KIROI step 4 as a success factor in cultural transformation
The fourth step of the KIROI model focuses on the long-term implementation of cultural change throughout the entire company. One software company, for example, has introduced a mentoring programme that reinforces new behaviours and builds informal networks at the same time. In the production sector, regular feedback loops, for example in weekly team meetings, help to consolidate cultural routines. In the consulting sector, the integration of cultural topics into target agreements supports the sustainable impact of the transformation.
This is supported by continuous communication measures that motivate employees and provide transparent information. One energy supplier reports how storytelling from everyday life has made the new values tangible and thus increased acceptance. The development of learning communities and dialogue between departments also promotes mutual understanding and identification with the cultural transformation.
BEST PRACTICE with one customer (name hidden due to NDA contract) KIROI Step 4 enabled a global logistics company to establish sustainable cultural change. Through individual and team coaching, managers were empowered to actively fulfil their role as culture bearers. At the same time, HR processes such as onboarding and promotion were adapted to the new values. This resulted in a vibrant corporate culture that was clearly aligned with the company's goals and noticeably increased the commitment of all employees.
Practical tips for sustainable cultural change
A clear strategy is essential for a successful cultural transformation. Managers must be involved at an early stage, as they play a key role in shaping the culture. In the media industry, leadership workshops are therefore specifically used to anchor new communication styles. Continuous evaluation of the measures is also useful. Regular surveys and workshops help to obtain feedback and steer cultural development.
It is also advisable to integrate the cultural changes into operational processes. For example, an IT service provider has linked its performance evaluation to the new value base. A mechanical engineering company integrates cultural issues into its innovation process in order to establish a practical connection. It is also important to visualise and appreciate successes in order to maintain motivation.
Recognising and addressing challenges
Cultural transformation is not a sure-fire success. Clients often report resistance, which is particularly evident in entrenched mindsets. One pharmaceutical company found that many employees were initially sceptical about actually living the new values. In this case, it helped to create spaces for open dialogue and to see the cultural change as a learning process. In the telecommunications industry, it was shown that clearly communicating meaning and purpose released new motivation.
Another aspect is the clarity of management roles. KIROI Step 4 supports the development of a new leadership culture that emphasises empathy and appreciation. Only when managers act transparently and authentically do employees experience the necessary orientation and security. Retailers report that this significantly increases commitment and identification with the company.
My analysis
Cultural transformation is a key success factor in today's corporate environment. The fourth step of the KIROI model in particular makes a significant contribution to permanently anchoring the new corporate culture. Through the targeted involvement of managers, continuous communication and integration into business processes, a vibrant corporate culture is created that supports change and promotes innovation. Companies that accompany and shape this path secure their competitiveness and create sustainable commitment among their employees.
Further links from the text above:
The path to successful cultural transformation - andconsorten [1]
Cultural transformation - 4 steps and 4 networks - AGITANO [2]
Developing corporate culture: Tips & Examples - Salesforce [3]
Corporate culture - Mercer [4]
Cultural transformation in the company - Dr Andrea Maria Bokler [5]
Culture & leadership development - fibonacci & friends [6]
Conscious cultural transformation - Conscious Leadership Academy [8]
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