Cultural transformation is a key process if organisations want to actively shape their future. Many managers ask themselves how they can accompany this change in a meaningful way. Cultural transformation is becoming increasingly important, especially in areas that focus on values, collaboration and innovation. Clients often report that they are looking for support in developing new leadership principles, integrating values and creating a healthy working environment. The role of managers is crucial here. They are not only role models, but also catalysts for sustainable change.
Cultural transformation: the role of managers
Managers play a key role in shaping the culture of an organisation. They decide how values are lived and how teams interact with each other. A cultural transformation often begins with small steps. This includes reflecting on one's own attitudes and developing new approaches together with employees. Many organisations use assessments to record the current status and define goals together. This creates a clear picture of what needs to be changed and why.
A practical example: An assessment was carried out in a cultural institute to determine the values of the employees. The results were discussed in the management team. This resulted in shared guiding values that were anchored in the entire team. The managers actively exemplified these values and thus created a nucleus for cultural transformation.
Another example: Orientation programmes for managers were regularly offered at an educational institution. The participants learnt how to inspire and motivate their teams. The new leadership principles were integrated into daily work. This created an environment in which employees felt valued and seen.
A third example: In one company, communication between levels was improved. The managers focussed on open discussions and regular feedback sessions. This resulted in more trust and cohesion within the team.
Cultural transformation in practice
Values as the basis for the workspace
Values are the foundation of every cultural transformation. They provide orientation and create a common understanding. In many organisations, values are developed together with employees. This creates guidelines that are comprehensible to everyone. Managers act as role models in this process. They show how values can be lived in everyday life.
One example: In a cultural organisation, the value of respect was particularly emphasised. The managers focussed on open communication and regular feedback sessions. This created an environment in which employees felt valued and seen.
Another example: In an educational institution, the values of cooperation and mutual respect were integrated into daily work. The managers organised regular team meetings to strengthen cooperation.
A third example: In one company, the value of innovation was particularly promoted. The managers focussed on creative workshops and regular ideas rounds. This created an environment in which employees could contribute their ideas.
Managers as a catalyst for cultural transformation
Managers are the driving force behind every cultural transformation. They create the framework conditions under which change can succeed. This includes breaking down barriers and opening up new paths. Many organisations use coaching programmes to support managers. This creates an environment in which change is actively lived.
An example: A coaching programme for managers was offered in a cultural organisation. The participants learnt how to inspire and motivate their teams. The new leadership principles were integrated into daily work. This created an environment in which employees felt valued and seen.
Another example: Orientation programmes for managers were regularly offered at an educational institution. The participants learnt how to inspire and motivate their teams. The new leadership principles were integrated into daily work. This created an environment in which employees felt valued and seen.
A third example: In one company, communication between levels was improved. The managers focussed on open discussions and regular feedback sessions. This resulted in more trust and cohesion within the team.
BEST PRACTICE with one customer (name hidden due to NDA contract) A cultural transformation programme was launched in a large cultural organisation. The managers took part in an assessment to reflect on their own values and attitudes. As a result, common guiding values were developed and integrated into daily work. The managers actively modelled these values and thus created a nucleus for the cultural transformation. Regular feedback rounds and orientation programmes strengthened cooperation within the team. Employees reported an increased sense of well-being and greater motivation.
My analysis
Cultural transformation is a process that requires time and commitment. Managers play a central role in this. They are role models and catalysts for sustainable change. By integrating values, developing new leadership principles and creating a healthy working environment, organisations can actively shape their future. Many clients report positive experiences and an increased sense of well-being within the team. Cultural transformation is not a one-off act, but an ongoing process that needs to be tackled again and again.
Further links from the text above:
Managers as a catalyst for co-creative transformation
Cultural transformation - 4 steps and 4 networks
Conscious cultural transformation
Successful cultural transformation for companies
Cultural transformation in the company
Effective leadership principles: Strategic approach explained
Cultural change: the 7 factors that make you successful
Cultural transformation - definition, procedure, example
Mastering cultural transformation: KIROI step 4 for leaders
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