Today, cultural transformation is an essential process that supports companies in securing their competitiveness and innovative strength in the long term. KIROI step 4 in particular is a central phase in which the change actually comes to life and the new corporate culture is integrated into everyday life. In this article, you will learn how this fourth step can be organised in concrete terms in order to master cultural transformation effectively.
The core of cultural transformation in KIROI step 4
In the KIROI model, step 4 marks the moment when the theoretical ideas of a changed culture are translated into lived behaviour. It is not just training or workshops that are decisive here, but the concrete anchoring in processes, structures and daily behaviour. Values such as personal responsibility, cooperation or customer orientation only become apparent through new routines and lived behaviour.
It is important to involve all levels of the organisation. Managers act as role models and multipliers. If they live new values authentically, it is easier for employees to get involved and support the cultural change.
Practical examples from various industries
A medium-sized family business in the mechanical engineering sector wanted to strengthen its flat hierarchies. With the help of KIROI Step 4, new meeting formats were introduced that gave teams more co-determination. The cultural transformation was effective as decisions were made in a decentralised manner and regular feedback loops were established. This led to a noticeable improvement in collaboration.
A financial services provider was looking for more innovation. By clearly analysing the existing values and objectives, an open space for experimentation was created in step 4. Teams introduced retrospectives and check-in/check-out rounds, which provided new impetus and strengthened confidence in personal responsibility.
In the education sector, a cultural transformation helped to break down silos. Employees were given consciously designed freedom to practise values such as cooperation and mutual respect on a daily basis. The communication formats introduced promoted dialogue and strengthened the community.
Important recommendations for action to support change
A successful cultural transformation requires clear objectives. Values and behaviour that should shape the company in the future should be defined together and formulated as SMART as possible. An honest analysis of the existing culture helps to make the current situation transparent.
Managers need targeted coaching in order to fulfil their role as cultural role models. It is also advisable to create new spaces and formats in which employees can communicate openly and try out the new behaviour. Open feedback rounds, retrospectives and transparent communication platforms are good tools for this.
Supporting cultural transformation as a continuous process is essential. Regular reviews of progress make it possible to react flexibly to challenges and anchor the change in the long term.
BEST PRACTICE with one customer (name hidden due to NDA contract) In step 4 of the KIROI method, a new intranet with direct feedback options was introduced in a manufacturing company. The employees actively helped to shape this and often reported a stronger sense of togetherness and more transparency in communication. The managers received specially tailored coaching that helped them to authentically exemplify new values.
The systemic view as the key to sustainable change
Cultural transformation is more successful if the connection between individual behavioural changes and the organisational framework is taken into account. Changes require spaces of permission in which new values, attitudes and behaviours can grow. Organisational structures, communication channels and decision-making processes must therefore be sensibly adapted.
Teams benefit from experimental areas in which they can try out new approaches. This increases acceptance and promotes innovative solutions that are aligned with the company's objectives.
The dialogue between employees and managers should take place on an equal footing in order to strengthen trust and reduce resistance.
My analysis
Cultural transformation is a complex but rewarding process that makes organisations fit for the future. KIROI Step 4 plays a key role in this process by not only describing the new culture, but also making it tangible. Successful cultural transformation is based on the active participation of everyone, clear goals, flexible structures and continuous support. Practical examples from various industries show that the targeted use of communication formats, coaching and empowerment can establish new values and behaviours in the long term. transruption coaching offers valuable impetus and support to shape this change.
Further links from the text above:
[1] Successful cultural transformation for companies
[2] KIROI step 4: Drive cultural transformation forward in a targeted manner
[4] Mastering cultural transformation: With KIROI step 4 to ...
[6] Mastering cultural transformation: KIROI step 4 as a ...
[8] Mastering cultural transformation: KIROI step 4 for leaders
[11] Cultural transformation: tasks of the management
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