Cultural transformation is becoming increasingly important in companies. For leaders in particular, the question arises as to how this process can be organised in a targeted and sustainable manner. The KIROI method offers a proven framework for this. The fourth step in particular is crucial to successfully mastering a cultural transformation. It helps managers to establish new values and behaviours in everyday life and thus bring change to life in the organisation.
Cultural transformation: The role of leadership in change
Managers are key players in effective cultural transformation. They not only help to shape the cultural objectives, but also live them. A typical example from practice shows that management teams define new goals for collaboration and communication through self-reflection and develop management guidelines based on this. In this way, traditional hierarchical structures can be transformed into more agile, cooperative models that strengthen innovation and employee commitment.
In practice, companies in the cultural and creative industries report that hybrid teams in particular benefit from this development. Openness and constructive feedback are encouraged. In another example from the SME sector, a values offensive was launched in which regular workshops were held to anchor values in practice. These initiatives were consistently supported by managers and led to visible changes in everyday working life.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words. The client implemented a new feedback culture in which managers received targeted training. Supported by digital communication channels, spaces were created for genuine dialogue. Initially, there was scepticism, but regular moderation and the role model function of management encouraged openness in the long term.
KIROI step 4 for leaders: implementation and anchoring
The fourth step of the KIROI method focusses on living the cultural transformation in everyday life. After analysing and defining the desired culture and developing change strategies, the next step is to integrate the new behaviours into daily work routines. For leaders, this means acting as role models and making successes visible. They must also communicate and support change.
An important practical recommendation is to introduce targeted training and coaching programmes for managers in order to strengthen their confidence. Regular feedback loops in which the management team and employees share their experiences are equally helpful. Such formats support the sustainable acceptance of change and promote a culture of continuous improvement.
For example, a technology service provider implemented accompanying team workshops in which the handling of change was practised. The teams independently developed small initiatives to promote an agile mindset. Managers took on a moderating role and helped to strengthen self-organisation.
In another case, a cultural programme was initiated in a social impact organisation to promote collaboration across departmental boundaries. The management emphasised the added value of the new culture through increased transparency and trust. Employees became active shapers of change and thus made a significant contribution to the success of the programme.
Challenges and impulses for leaders in cultural transformation
Cultural transformation brings with it a variety of challenges. Leaders often report uncertainties because new values are not yet lived by everyone or established patterns of behaviour are deeply rooted. Dealing openly with resistance is therefore essential. Managers should provide impetus, encourage a willingness to engage in dialogue and at the same time offer clear guidance.
Experts recommend making coaching an integral part of the transformation process. Managers receive personalised support for their own growth and learn how to constructively shape complex situations. This creates space for a culture in which learning and development are seen as an ongoing process.
A pragmatic example shows a financial service provider where managers introduced agile methods in order to react more quickly to market changes. Despite initial scepticism, transparent communication and continuous training helped to gradually integrate a new way of working.
Even in the creative industries, managers often find that the right balance between innovation and stability only emerges iteratively. A reflective exchange in management circles helps to develop shared values and accompany the transformation.
My analysis
Cultural transformation is a complex and often lengthy process. KIROI Step 4 offers leaders structured guidance on how to bring this change to life. With practical training, open communication channels and a role model function, managers create the basis for an agile and resilient corporate culture. Using feedback and supporting change processes enables resistance to be utilised productively and sustainable improvements to be promoted. Overall, it can be said that cultural transformation can only really succeed with the active participation and reflective behaviour of management teams.
Further links from the text above:
Successful cultural transformation for companies [1]
Mastering cultural transformation: Step 4 to success with KIROI [5]
Cultural transformation: tasks of the management [8]
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