Mastering cultural transformation: KIROI step 4 for leaders

The challenge of a successful cultural transformation lies in anchoring sustainable changes in values, behaviour and ways of thinking throughout the entire company. Managers in particular play a central role in this. As part of KIROI step 4, the focus is on how leaders can actively shape cultural change as role models and initiators and thus create a positive dynamic for the organisation.

Leadership as a key role in cultural transformation

In the KIROI model, the fourth step is crucial because managers exemplify and multiply the new culture. They take responsibility and create an atmosphere in which change becomes possible. This behaviour must be authentic and consistent so that employees recognise that change is more than just lip service.

An example from industry shows how a CEO promoted transparency through regular open discussion rounds and thus started a culture of trust. In a large IT company, managers established a feedback culture by actively requesting feedback themselves and thus creating a role model effect. In a medium-sized company, team coaching enabled managers to uncover blind spots and jointly develop a standardised management approach.

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A development programme was carried out together with the management team at a medium-sized technology company. This involved reflecting on individual values and behaviour in day-to-day management. At the same time, new communication formats were introduced to encourage greater employee participation. After a few months, managers reported greater trust in the team and a greater willingness to support change.

Practical implementation in everyday Leader life

To ensure that cultural transformation does not just remain theoretical, coaching and further training support managers in changing their behaviour sustainably. Regular reflection helps to recognise and readjust ingrained patterns. Effective managers encourage courage and openness to question old habits.

Examples from various sectors illustrate this: in the care sector, regular supervision sessions were introduced to improve stress management and resilience. A financial services provider used digital training to improve intercultural skills and agile leadership. In the retail sector, workshops sensitised employees to dealing with resistance and developing shared visions.

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In a retail company, a management coaching programme was carried out which, in addition to strengthening the role model function, also accompanied the implementation of a continuous feedback system. Managers reported that this not only improved communication, but also significantly increased employee motivation and commitment.

How managers can provide targeted support for cultural transformation

In cultural transformation, leadership means understanding change as a process and actively shaping it. This includes developing visions together, involving employees and promoting transparent decision-making processes. This creates a trusting relationship that supports change.

In practice, the aim is to clearly communicate cultural change objectives. Small, visible steps make the process tangible. In a creative agency, for example, a weekly meeting was established to provide space for open dialogue. A manufacturing company focussed on cross-divisional workshops to break down silos and strengthen shared values. In the service sector, a values manifesto was developed that serves as a guideline for all decisions.

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An international logistics company initiated a cultural transformation workshop with managers at various levels. The aim was to identify existing obstacles and develop a common attitude. Since then, managers have become more aware of their role as culture bearers and are also implementing the new culture in operational processes.

My analysis

Cultural transformation is a key process for modern companies that want to assert themselves in dynamic markets. KIROI step 4 shows how important the role of managers is: they are role models, initiators and facilitators of change. Practical examples from business, care and retail illustrate that sustainable change comes about through the specific behaviour of leaders. Coaching and targeted training support this process.

Managers who are open to reflection and actively exemplify new values create the foundation for an agile and resilient corporate culture. In this way, cultural transformation does not become a one-off measure, but a long-term success factor.

Further links from the text above:

Mastering cultural transformation: KIROI step 4 for leaders [2]

Successful cultural transformation for companies [1]

Understanding cultural transformation with the KIROI method [5]

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