Cultural transformation is a key driver for sustainable success in organisations today. Many companies are faced with the challenge of developing their values, behaviours and the mindset of their employees in a targeted manner. Managers in particular play a decisive role here. They are not only role models, but also shapers of a new working climate. The KIROI method is particularly important in this process. The fourth step of this method shows how changes can be lived in everyday life and anchored permanently. Cultural transformation succeeds when it is not only planned, but also lived.
Why cultural transformation is indispensable today
Companies today are facing new challenges. Digitalisation, the use of artificial intelligence and changing working models call for flexible and open cultures. Many clients report that they are dealing with questions such as „How do we create more agility?“ or „How do we strengthen trust in the team?“. Cultural transformation helps to shape values and behaviours in such a way that they meet the current challenges.
Example 1: A medium-sized company wants to promote more innovation. The managers recognise that rigid hierarchies and little feedback slow down creativity. They start a cultural transformation to strengthen open communication and the willingness to experiment.
Example 2: A technology company favours hybrid working. Employees want more flexibility and trust. Managers design new management models based on trust and personal responsibility.
Example 3: An educational institute wants to improve collaboration between departments. Cultural transformation helps to break down silos and define common goals.
Cultural transformation with KIROI Step 4: The change in everyday life
How change is lived in everyday life
The fourth step of the KIROI method is the decisive moment in which the new culture is brought to life in everyday life. The aim here is to anchor the new values and behaviours in daily processes. Managers play a key role here. Through their own actions, they show how the new culture is lived.
Example 1: A company introduces regular feedback sessions. The managers give constructive feedback and receive it openly. This creates a new space for openness and appreciation.
Example 2: A team uses agile methods. Employees learn to take responsibility and make decisions together. Managers support this process through regular reflection and coaching.
Example 3: A company promotes diversity and inclusion. The managers ensure that all employees are heard and valued. They create spaces in which different perspectives are welcome.
Practical tips for managers
Managers can actively support cultural transformation. They should reflect on their own behaviour and serve as role models. Regular discussions with employees help to reduce uncertainty and accompany the change. Digital tools and new communication formats support the process.
Example 1: A manager introduces weekly team meetings. Employees can contribute ideas and suggestions at these meetings. This creates a sense of participation and responsibility.
Example 2: A company uses digital platforms for dialogue. Employees can ask questions, give feedback and develop solutions together.
Example 3: A team favours regular reflection. The managers moderate the discussions and ensure that all voices are heard.
BEST PRACTICE with one customer (name hidden due to NDA contract) In an international company, the cultural transformation was accompanied by the introduction of agile teams. The managers were trained in coaching sessions and given tools to actively shape the new culture. Employees reported greater personal responsibility and stronger identification with the company's goals. The feedback culture improved noticeably and collaboration between departments became significantly more efficient.
Cultural transformation as a continuous process
Cultural transformation is not a one-off project. It is a continuous process that needs to be constantly adapted and further developed. Managers should be open to feedback and actively support the change. Regular analyses and feedback sessions help to measure progress and provide new impetus.
Example 1: A company carries out annual culture audits. The results are analysed together and incorporated into the further development of the culture.
Example 2: A team favours regular retrospectives. The employees reflect together on what is working well and where there is room for improvement.
Example 3: A company promotes further training for managers. They receive regular training and coaching in order to actively shape the new culture.
My analysis
Cultural transformation is a key success factor for companies today. It makes it possible to shape values and behaviours in such a way that they meet the current challenges. Managers play a decisive role in this. They are not only role models, but also shapers of a new working climate. The fourth step of the KIROI method shows how changes can be lived in everyday life and anchored permanently. Cultural transformation succeeds when it is not only planned, but also lived.
Further links from the text above:
Successful cultural transformation for companies
Cultural trends 2025: What's new in art
Cultural transformation - 4 steps and 4 networks
Five trends 2025 in the changing work culture
Mastering cultural transformation: With KIROI step 4 to ...
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