For many companies, cultural transformation is one of the most important challenges of our time. Decision-makers are faced with complex tasks that go far beyond superficial changes. Values, attitudes and behaviours need to be changed sustainably in order to ensure the long-term success of the company. The fourth step of the KIROI model, which was developed specifically for managers, focuses on anchoring the change. Cultural innovations can only become truly effective through consistent action.
The importance of cultural transformation for managers
Cultural transformation is not a short-term project, but a continuous process. Managers play a key role in this. They must not only act as role models, but also create suitable framework conditions so that new values and behaviours can grow. Companies from a wide range of industries often report how important it is to actively involve employees. For example, an international technology group has fundamentally adapted its management approaches and has been able to significantly increase the agility of its teams as a result.
The automotive industry has shown that trusting communication between management and employees creates the basis for a successful cultural transformation. There, decision-making was decentralised in order to promote personal responsibility. This led to faster innovation cycles and improved market responsiveness.
Managers in the healthcare sector are also experiencing how important it is to embed cultural changes in a sustainable way. One hospital group, for example, has strengthened internal collaboration by promoting a culture of error, which has measurably improved patient satisfaction.
KIROI step 4: Anchoring changes sustainably
The fourth step in the KIROI process focuses on the permanent anchoring of the newly established culture. Change must not only be visible temporarily, but must be deeply anchored in the daily work processes and in the mindset of employees. This is achieved through a series of specific measures that support and stabilise the cultural change.
1. continuous communication: It is important to make the target culture visible again and again and to enter into dialogue with employees. Communication should utilise different channels and openly address both successes and challenges.
2. management development: Managers must be actively involved in the change process and regularly supported through coaching or workshops. This enables them to authentically exemplify and credibly convey the new values.
3. integration into processes and systems: New behaviours should be integrated into existing processes, performance appraisals and feedback systems. In this way, cultural transformation becomes part of everyday practice and does not remain abstract.
BEST PRACTICE at a customer (name withheld due to NDA agreement): In the fourth step, an innovation day was established in a medium-sized industrial company, where employees contribute their own ideas and teams work together across departments. This not only increased identification with the new culture, but also noticeably promoted cross-departmental collaboration.
Practical examples from various industries
In the IT sector, one company reported how it established an open error culture with regular feedback rounds and clearly defined culture workshops. This strengthened trust and led to a greater willingness to innovate. Another example from the energy industry shows: By establishing transparent communication structures, silos were broken down and employee motivation increased.
In the retail sector, one company found that involving employees in the development of guiding values not only strengthened their sense of belonging, but also improved customer focus. This led to a noticeable increase in customer satisfaction. Such measures show how cultural transformation can be lived and anchored step by step.
Tips for decision-makers on implementing cultural transformation
Decision-makers should consider the following points in order to successfully support cultural transformation:
- Be patient: Sustainable change takes time and constant care.
- Pay particular attention to resistance: Resistance is often an indication of necessary adjustments.
- Make successes visible: Small successes motivate and increase acceptance among employees.
- Promote participation: Participation creates personal responsibility and trust.
- Use external support: Coaches and transformation consultants provide support in dealing with complex challenges.
BEST PRACTICE at a client (name withheld due to NDA contract): An internationally active consulting company specifically focussed on a mentoring system in which experienced colleagues accompanied new managers. This made it easier to communicate the new cultural principles and accelerated integration within the company.
My analysis
Cultural transformation is a complex and multi-layered process that depends largely on the commitment of the management level. The fourth KIROI step in particular demonstrates the importance of sustainable anchoring. Practical examples from industry, IT, retail and healthcare show that transparent communication, active employee involvement and integration into everyday processes support success. Decision-makers who actively support cultural transformation and provide impetus can thus secure and strengthen the long-term success of their organisation.
Further links from the text above:
Cultural transformation as the basis for lasting success
The model process of cultural transformation
4 companies with successfully implemented cultural change
Mastering cultural transformation: KIROI step 4 put to the test
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Deutsch 
English (UK)