In modern organisations, cultural transformation plays a decisive role in effectively countering the constant changes in the market and society. Managers in particular are faced with the challenge of shaping, managing and successfully accompanying this far-reaching change. Cultural transformation offers a systematic framework for adapting values, beliefs and behaviours in such a way that the organisation becomes more agile, innovative and resilient.
Cultural transformation: the key to sustainable leadership
In the course of cultural transformation, managers must not only initiate change processes, but also act as role models themselves. Through their behaviour, they significantly shape the new culture and provide impetus for collaborative cooperation. In practice, managers often encounter issues such as trust-building, transparency and the promotion of personal responsibility.
An example from industry shows how a manufacturing company was able to create a climate of trust by introducing regular feedback rounds and open communication formats, which significantly strengthened collaboration. In the banking sector, on the other hand, managers often report the challenge of breaking down traditional hierarchies in favour of an agile corporate culture. Training management teams in agile methods has proven to be helpful here.
In the IT sector, cultural transformation is a response to the need for fast innovation cycles. Managers support change here by promoting interdisciplinary teams and introducing retrospectives that enable continuous learning processes and strengthen the culture of openness.
KIROI step 4: Bringing cultural transformation to life in leadership
In the fourth step of the KIROI model, the focus is on the active implementation and anchoring of the new culture by managers. They emphatically shape how values are lived in everyday life. This includes, among other things, making cultural guiding principles visible and integrating them into decision-making processes. In practical terms, this means that managers not only communicate, but also systematically align their behaviour with the cultural objectives.
In practice, for example, a medium-sized service provider has shown that managers have been able to strengthen their role as culture drivers through targeted workshops and coaching. This led to a sustainable improvement in the working atmosphere and greater employee commitment.
Division managers in automotive companies also report successful pilot projects in which local managers have introduced cultural change through daily rituals such as short team meetings or appreciation sessions. Such measures support cultural transformation because they keep the awareness of change alive.
BEST PRACTICE with a client (name withheld due to NDA contract): In an international technology group, we supported managers in assuming their role as cultural mediators. By introducing a „Culture Ambassador“ programme, they created a bridge to all employees, promoted identification with the new values and strengthened mutual support within the team.
How managers master the typical challenges of cultural transformation
A common obstacle is the natural resistance to change. Managers can defuse this resistance by addressing fears and involving employees in the process at an early stage. Regular feedback loops help to make the transformation process transparent and develop solutions together.
Practical examples from the healthcare sector show how uncertainties were reduced and new values internalised at the same time through participative workshops. Another example from the retail sector illustrates how managers used targeted skills development to empower employees to take responsibility and actively participate in change.
In the field of education, school leaders were able to strengthen the culture of cooperation by promoting respectful and open dialogue, which had a positive long-term effect on the quality of teaching.
Tips for managers on the path to cultural transformation
Firstly, develop a clear understanding of which values should be strengthened in your organisation in the future. Use tried and tested methods such as workshops or cultural assessments.
Secondly: Communicate the vision of a new corporate culture authentically and repeatedly. As a manager, it is important to exemplify the desired behaviours.
Thirdly, use agile practices to organise the cultural transformation as an iterative process. In this way, adjustments can be made flexibly over time.
Fourthly, focus on developing leadership skills in the area of emotional intelligence, as these skills are crucial to the success of cultural transformation.
My analysis
Cultural transformation is a complex but indispensable process for companies that want to remain competitive in the long term. Managers in particular bear a great deal of responsibility by acting as drivers of change and consolidating the new culture in everyday life. KIROI step 4 clearly shows that it is not enough to formulate the vision; rather, it is about making the organisation a place of cooperation and growth through concrete action and continuous support.
Practical examples from various industries make it clear that cultural transformation can succeed in many different ways and that employee participation, open communication and the development of leadership skills often take centre stage. In this way, cultural transformations help organisations not only to react to external changes, but also to actively shape their own future.
Further links from the text above:
Successful cultural transformation for companies [1]
Cultural transformation - 4 steps and 4 networks [2]
Cultural change in companies: Your path to the future [3]
Corporate transformation: culture, processes & AI [4]
Conscious cultural transformation [5]
Cultural transformation in the company [6]
Corporate culture & cultural change [7]
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)