Cultural transformation in companies is becoming increasingly important, especially for managers who are actively involved in shaping this change. KIROI Step 4, a proven model for this change, focusses on how leaders can anchor the new corporate culture sustainably. It is about not only communicating values, beliefs and behaviours, but also visibly living them in leadership behaviour. A successful cultural transformation supports innovation, motivation and cooperation throughout the entire organisation.
Cultural transformation as a challenge and opportunity for managers
Managers are often at the interface between strategic objectives and operational implementation. As part of the cultural transformation, they must not only initiate change, but also act as living role models. The culture in the company is not an abstract concept, but is reflected in daily interaction - from appreciation to transparency.
For example, managers from the IT sector report that regular feedback rounds and open dialogue about mistakes support cultural change. In the automotive industry, short, daily team meetings have helped to make the new values tangible. Service providers also rely on targeted workshops to strengthen their role as cultural drivers.
The role model function as a leader is central to this. By consciously aligning their communication and decision-making behaviour with the cultural objectives, managers create a binding orientation for all employees. This creates trust and promotes a culture that places learning and personal responsibility at the centre.
KIROI step 4: Anchoring cultural transformation through active leadership
The fourth step of the KIROI model emphasises that cultural transformation can only succeed if it can be experienced in everyday life. Managers are called upon to make cultural guiding principles visible and to include them in all decisions. This goes beyond mere communication: behavioural changes must be systematically supported and flanked by structures.
A medium-sized service provider used coaching sessions and workshops to empower managers to take on their role as culture drivers. The result was a noticeably improved working atmosphere and greater employee commitment. Similarly, division managers in the automotive industry have established cultural rituals such as appreciation rounds to keep change alive.
In the financial sector, management teams rely on agile practices in order to respond flexibly to challenges and continuously develop the culture. Promoting emotional intelligence among managers is a key success factor in order to respond sensitively to the needs of employees and create an atmosphere of trust.
Practical tips for leaders on cultural transformation
1. develop a clear understanding of the values you want to promote together with your team. Workshops are particularly suitable for creating a common basis.
2. communicate the cultural vision authentically and repeatedly. Above all, however, consistently live the values yourself in order to create credibility.
3. use agile methods to organise the cultural transformation as an ongoing process. This allows you to react flexibly to feedback and make adjustments.
4. strengthen your leadership skills in the area of emotional intelligence. The ability to lead with empathy improves collaboration and increases acceptance of change.
BEST PRACTICE with one customer (name hidden due to NDA contract)
Within an international IT company, transruptions-Coaching supported managers with individual and team coaching. The result was a significantly improved communication culture that accelerated the cultural change and noticeably increased employee commitment. The managers learnt to make cultural guidelines visible and to live them in everyday life.
The importance of cultural transformation for sustainable corporate success
Cultural transformation is an integral part of modern organisational development. It strengthens resilience to market changes through a corporate culture that promotes innovation and agility. Managers are the key players here, as they shape and characterise the culture.
In practice, it has been shown that a successful cultural transformation is not achieved through new processes or guiding principles alone. Rather, it requires a holistic change that encompasses beliefs, values and daily behaviour. Managers who accompany this change create an environment in which employees are motivated and committed.
Many companies from the automotive, IT and service sectors have reported that a conscious cultural transformation leads to greater innovative capacity and better collaboration. Managers who consistently implement the fourth KIROI step provide their teams with orientation and impetus for sustainable change.
My analysis
The fourth step of cultural transformation is essential in order to anchor changes permanently. Managers in particular bear the responsibility of not only initiating cultural change, but also actively and visibly living it. This is achieved through continuous impetus, agile adaptability and authentic role models. Companies that follow this path can create a sustainable culture that promotes innovation and collaboration.
Further links from the text above:
[1] Cultural transformation - 4 steps and 4 networks
[2] Cultural transformation - KIROI step 4 for managers
[3] Successful cultural transformation for companies
[5] Corporate transformation: culture, processes & AI
[6] Culture & leadership development
[15] Mastering cultural transformation: KIROI step 4 for managers
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