Cultural transformation is becoming increasingly important in today's working world. In order to successfully shape this complex change, it is important to involve managers as key drivers. Cultural transformation is not a one-off project, but a continuous process that unfolds its decisive effect particularly in the fourth step of the KIROI model.
Cultural transformation: The key role of managers in KIROI step 4
Step 4 of the KIROI model focuses on the active role of managers as multipliers of the new corporate culture. They act as role models who exemplify the values and behaviours and thus create a nucleus for cultural change. Only if managers consistently align their behaviour with the new values can cultural transformation succeed in the long term.
In practice, companies from a wide range of industries show how this step is effectively supported. Management teams from the IT sector, for example, report that regular coaching sessions give them the confidence to discard old habits and boldly integrate new ones. In the automotive industry, team coaching reinforces a shared understanding of new, agile collaboration. In service companies, on the other hand, continuous reflection on individual management styles helps to accompany change processes with a clear attitude and empathy.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized technology company used targeted individual coaching sessions and team workshops to support managers in integrating the desired values into their daily decision-making. This created an authentic, collaborative management culture that had a positive impact on employee motivation and innovative strength.
Targeted measures for effective cultural transformation
In order to master cultural transformation in this step, the combination of coaching, communication and role modelling is crucial. Managers should:
- regularly take part in individual and team coaching sessions to reflect on their own values and blind spots;
- consistently exemplify new behaviours in everyday working life;
- Promote open dialogue with employees that can also productively deal with resistance;
- systematically organise feedback processes to make cultural development measurable;
- and communicate the change steps transparently in order to strengthen trust and mutual identification.
Examples from the financial sector illustrate how the proactive intervention of managers reduces conflicts and constructively supports change. In the healthcare sector, regular feedback sessions enable teams to anchor the new culture and focus on patient-orientation. In the manufacturing industry, too, it has been shown that managers who actively act as coaches quickly adapt processes and structures to new values.
The challenges and opportunities of cultural transformation
The integration of new ways of thinking and behaviour brings with it uncertainties and resistance. Many managers are faced with the task of both preserving the tried and tested and consistently driving forward necessary innovations. Cultural transformation therefore requires a sensitive yet determined approach.
Involving employees is a key success factor here. Companies from the retail sector report that participative formats and continuous communication increase acceptance within the team. In the education sector, joint workshops create a stronger sense of community and greater identification with the change. In the energy sector, systematic process adjustments accompany cultural change in the long term and thus support competitiveness.
Strategies for sustainable change
For successful implementation we recommend
- Early involvement of managers as a positive driver;
- Clear definition of the desired values and behaviours that are linked to corporate goals;
- Ongoing support through coaching and training;
- Open communication channels to promote trust and independent action;
- Measurable targets for evaluating cultural change.
For example, companies in the technology sector have built up a positive innovation culture over the long term through continuous dialogue. In the logistics sector, regular retrospectives help to optimise learning processes and establish new working methods. And in non-profit organisations, the conscious cultivation of shared values supports collaboration across hierarchical levels.
My analysis
Cultural transformation is a challenging task that should be accompanied by targeted leadership and the active involvement of all those involved. KIROI Step 4 shows how managers can make a decisive contribution to sustainable implementation by providing impetus. Their role model function, coupled with systematic reflection and communication, creates the basis for the long-term success of cultural change.
Companies that organise this process in a conscious and structured manner increase their adaptability, innovative strength and employee motivation. In this way, cultural transformation not only becomes a means of change, but also a permanent resource for growth and competitiveness.
Further links from the text above:
KIROI step 4: Managers as initiators
The path to successful cultural transformation
Mastering cultural transformation: opportunities and challenges
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