Cultural transformation is a challenging but indispensable task for many companies. Managers in particular are in the spotlight when it comes to sustainably supporting change processes within the organisation. Cultural transformation means not only adapting, but also consciously shaping a corporate culture that changes values, beliefs and behaviours in such a way that it supports innovation, agility and long-term success. Step 4 plays a central role in the KIROI model, as this is where managers actively shape and exemplify the change. Cultural transformation is more than a one-off action - it is a continuous process that affects the entire organisation.
Cultural transformation as a management task: significance and room for manoeuvre
Managers are considered key figures in cultural transformation, as they make the new values tangible through their behaviour and decisions. Their task is to communicate the vision of cultural change, integrate resistant voices and provide impetus for anchoring the new culture. For example, many companies in the technology sector report that managers who exemplify agile methods make a significant contribution to making teams more open to change. In the healthcare sector, it is often observed that managers who promote a culture of error encourage employees to try out new approaches and learn from experience.
In addition, managers in manufacturing companies can strengthen collaboration by establishing interdisciplinary workshops and thus promote cultural transformation at team level. It is important that they themselves actively act as role models and use feedback processes to reflect on and adapt the effectiveness of the new values.
BEST PRACTICE with one customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) A leading company in the automotive industry used the fourth step of the KIROI model to support managers in a multi-stage coaching programme. They actively supported the introduction of a collaborative error culture, created regular feedback cycles and strengthened the open exchange between production and development. The result was significantly higher employee motivation and increased innovative strength.
Key competences for managers in the process of cultural transformation
In order to successfully master a cultural transformation, certain competences are particularly in demand among managers. These include emotional intelligence, communication skills and the willingness to develop themselves further. Managers must create learning spaces in which employees can experiment without fear of sanctions. Transparent communication and the targeted development of trust are fundamental here.
In service companies, it has been shown that managers are supported by coaching methods in order to improve the way their teams deal with uncertainty. Another practical example comes from the financial sector, where managers supported their teams through targeted workshops to develop an agile mindset. Educational institutions also report that an open error culture and participative decision-making sustainably promote cultural willingness to change.
BEST PRACTICE with one customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) In the service sector, transruption coaching helped managers to break down the existing hierarchical culture and establish a culture of openness and collaboration. Specific training sessions promoted active listening and constructive feedback, which made it possible to experience the transformation of values such as trust and respect.
Focus on KIROI Step 4: Cultural transformation through living example and systematic support
The fourth step in the KIROI process is characterised by the active involvement of managers as change ambassadors. This creates concrete opportunities for action to shape cultural transformation that go beyond lip service. Managers are given impetus to drive behavioural change and influence structures in such a way that the new culture is embedded in work processes and systems.
Examples from the IT sector show that regular retrospectives and open dialogue formats initiated by managers strengthen trust and the willingness to learn. In the manufacturing industry, process adjustments that are supported by management have the effect of sustainably anchoring the cultural transformation. Measures such as the introduction of mentoring programmes at consulting companies also support the development of a learning-oriented culture.
BEST PRACTICE with one customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) In IT consulting, step 4 was implemented with the help of transruptions coaching by qualifying managers as cultural agents. They organised regular feedback sessions and introduced a digital platform to communicate the progress and challenges of the cultural transformation transparently. The measure increased participation and understanding throughout the organisation.
Recommendations for action for managers to accompany the cultural transformation
It makes sense for managers to create a clear agenda for their role in cultural change. This includes
- Continuous self-reflection and development of one's own attitude towards change.
- Promotion of dialogue formats that open up space for honest feedback and participation.
- Demonstrating the desired values such as openness, trust and willingness to learn.
- Integration of cultural objectives into daily workflows and decision-making processes.
- Supporting teams through targeted training and coaching.
In practice, clients often report that dealing with resistance is a critical success factor. Managers should therefore learn to understand resistance as a valuable stimulus and utilise it constructively. For example, the introduction of „open space“ meetings can help to bring together different perspectives and promote shared understanding. Systematic process adjustments that are geared towards the new culture also support sustainable change.
My analysis
Cultural transformation is a far-reaching change process that depends largely on the commitment and exemplary behaviour of managers. KIROI Step 4 offers a structured approach that promotes both individual and organisational development. Successful managers support cultural transformation by actively shaping the new spirit and systematically anchoring it. Companies that support this process create a corporate culture that promotes innovation, collaboration and adaptability - factors that are becoming increasingly important for sustainable success.
Further links from the text above:
Successful cultural transformation for companies [1]
Cultural transformation - 4 steps and 4 networks [2]
Corporate transformation: culture, processes & AI [4]
Conscious cultural transformation [5]
Agile cultural transformation - blended learning [7]
Mastering cultural transformation: KIROI step 4 for leaders [9]
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