Cultural transformation in companies is a comprehensive process that brings about far-reaching changes to existing values, attitudes and behaviours. The fourth step of the KIROI model proves to be particularly essential in the context of managers. This is where leaders are called upon to actively shape cultural transformation and act as a sustainable source of inspiration for the new cultural values. This phase often determines the lasting success of the entire change.
Leadership as the key to successful cultural change
Cultural transformation requires more than just theoretical understanding from managers. They must act as multipliers who make a new culture visible through their behaviour. A good example of this can be found in medium-sized manufacturing companies: innovative management teams rely on transparent communication and promote agile working methods in order to break down old structures and involve employees in the change. In the service sector, clients often report the success that comes from establishing trust and open communication. Similarly, an international IT company has used its cultural transformation to embed an innovation-driven mindset and retain talent in the long term.
These examples show: Managers often specialise in actively taking on responsibility so that the desired culture can spread organically throughout the organisation. This also means regularly reflecting on one's own attitude and behaviour, discarding old habits and being open to new ideas.
Practical implementation of KIROI step 4: Coaching and teamwork
Coaching is an important tool in cultural transformation. Individual and team coaching sessions enable managers to sharpen their personal role models and recognise blind spots. In a team setting, management teams work together to develop an understanding of the new way of dealing with each other and create an atmosphere that productively supports change.
One practical example is a medium-sized company that carried out a management team coaching programme together with transruptions coaches. Within a few months, it became clear how the culture was increasingly orientated towards the desired image and cohesion grew noticeably. Clients from the service sector also reported that regular reflection and open feedback sessions improved the quality of cooperation at all management levels.
BEST PRACTICE with one customer (name hidden due to NDA contract) The client from the technology sector supported the cultural transformation through a combination of individual coaching sessions and intensive team workshops. In a short space of time, the management team was transformed into a unit that communicates openly and respectfully. The new culture supports innovation and significantly boosts the motivation of all employees.
Impulses for everyday management in cultural change
In order for cultural transformation to succeed in the long term, it is important for leaders to recognise everyday leadership situations as opportunities. Practical tips include:
- Regular feedback meetings to build trust and promote further development.
- Transparency in decision-making processes to increase acceptance of change.
- Setting an example of flexibility and a culture of error as the basis for an innovation-orientated attitude.
In this way, cultural change and organisational adjustments can go hand in hand and employees feel involved and understood.
Challenges and opportunities for leaders in cultural change
Many managers report that they are primarily confronted with resistance and uncertainty during cultural transformation. The existing corporate culture often has a high degree of inertia, so resistance is a sign of relevance and shows where change is necessary. Successful leaders use this energy to talk openly about fears and concerns and initiate iterative learning processes. In industries ranging from healthcare to IT, the willingness to recognise mistakes as learning opportunities is a decisive factor.
The social sector is a good example of how appreciative communication can resolve resistance at all levels. In manufacturing companies, greater collaboration across departmental boundaries supports the transformation towards greater agility.
Cultural transformation as a long-term development process
It is important not to see cultural transformation as a one-off project. Rather, continuous support is needed to ensure that the new culture is lived in the long term. Managers play a key role here, as they determine how changes in values, attitudes and behaviour are implemented in everyday life.
The fourth step of the KIROI model supports leaders in precisely this attitude. Targeted development of the leadership culture creates real impetus for the entire organisation, promoting agile and adaptable structures. This strengthens the organisation in order to remain competitive in a dynamic world.
My analysis
Cultural transformation offers companies the opportunity not only to implement superficial changes, but also to establish profound new values and behaviours. The focus on managers as active shapers is central to this. Sustainable change processes can only be achieved by setting a consistent example and a willingness to reflect. Practical coaching, team workshops and an open approach to dealing with resistance are effective measures. In this way, cultural transformation succeeds as a holistic process that involves all employees and enables long-term success.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 for ... [2]
Successful cultural transformation for companies [1]
Cultural transformation - 4 steps and 4 networks [3]
Mastering cultural transformation: KIROI step 4 for leaders [5]
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Deutsch 
English (UK)