Cultural transformation has become a decisive success factor for modern organisations. It describes the conscious change of values, behaviours and fundamental beliefs that shape collaboration and cooperation. In the context of the KIROI model, step 4 plays a central role, as managers in particular play a key role in making this change tangible and sustainable. The key to mastering cultural transformation lies in how mission statements are actively lived and constantly integrated into everyday life.
Cultural transformation: Shaping the leading role of leaders
In the fourth step of the KIROI approach, the cultural transformation becomes directly visible through the behaviour of managers. They are not only the drivers, but also the mirror of the desired corporate culture. In practice, it is about not only communicating values, but also anchoring them through daily decisions, rituals and exemplifying the desired behaviour. This creates new norms that permeate the entire company.
An example from the service sector shows how managers were able to strengthen their role as culture drivers through targeted workshops. This sustainably improved the working atmosphere and increased employee motivation. Similarly, a division manager from the automotive industry used regular, short team meetings and appreciation sessions to provide visible impetus to keep the cultural transformation agile and lively. Teams in the software industry also report that transparent communication and the promotion of personal responsibility by managers made a significant contribution to cultural development.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example in at least 50 words. In a medium-sized technology company, the coaching team supported the management team in anchoring the new culture in the organisation. Emotional intelligence was strengthened through targeted training, which led to more mutual trust and open communication. This had a positive effect on the innovative strength and cooperation of all departments.
Active anchoring through routines and targeted leadership skills
Cultural transformation works best when managers take small everyday steps themselves. This includes the conscious introduction of rituals such as appreciation rounds, daily check-ins or feedback loops. These measures support the change because they provide orientation and make the new values tangible.
In industries such as healthcare, managers promote regular dialogue formats to strengthen trust and transparency. In the manufacturing industry, management teams are implementing agile practices in order to be able to react flexibly to changes. And in the financial sector, the targeted development of emotional intelligence among managers is bringing tangible improvements in dealings with employees and customers.
Tips for managers on the path to cultural transformation
Firstly, develop a clear picture of which values should grow in your organisation in the future. Workshops and cultural assessments help to define these values together and create a common understanding.
Secondly, communicate your vision authentically and repeatedly - not only in meetings, but also in personal dialogue. Leadership thrives on example, and authentic behaviour often inspires more than words.
Thirdly, organise the cultural transformation as an iterative process. Involve your teams at an early stage, collect feedback and adapt measures flexibly. This will create a culture of continuous improvement.
Fourthly, focus on strengthening social and emotional skills. Skills such as empathy and active listening are essential for gaining the trust of your employees and supporting the cultural change.
Practical examples from different industries
In retail, management teams learn to model value-based behaviour in workshops, which has a positive impact on customer satisfaction. In consulting companies, mentoring and peer coaching promote the transfer of knowledge and strengthen the desired culture. At an energy supplier, managers and employees worked together to create new communication rules that sustainably improved cooperation.
My analysis
Cultural transformation is successful when managers act as active shapers. They are the lever for living values and establishing a new culture in all areas of the company. It is important to understand cultural transformation as a continuous process which, in addition to structural changes, primarily affects people's behaviour and mindset. The combination of clear guiding principles, authentic role models and systematic support is crucial for anchoring change in the long term.
Further links from the text above:
Cultural transformation - KIROI step 4 for managers [2]
Cultural transformation - 4 steps and 4 networks [1]
Successful cultural transformation for companies [3]
Culture & leadership development [6]
Cultural transformation at ALIBERA [9]
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