For many companies today, cultural transformation is a decisive lever for remaining competitive and innovative in the long term. According to modern findings, such a transformation cannot be achieved through superficial measures, but through targeted changes to values, behaviours and beliefs within the organisation. KIROI Step 4 supports companies in driving cultural transformation systematically and effectively.
Shaping and promoting cultural transformation in a targeted manner
At its core, cultural transformation means change at a deeper level. Companies do not change their culture through communication campaigns or symbolic gestures alone. Rather, it is about developing behaviours and attitudes that promote innovation and collaboration. At transruptions-Coaching, we support companies in precisely this process - with impulses, strategies and suitable methods that initiate and support cultural change in the long term.
A frequent issue that managers come to us with is the challenge of shaping cultural change in concrete terms without overburdening employees. Some teams report that although they want change, it is unclear how they can actually put the new values into practice on a day-to-day basis. This is where we come in and provide targeted support in selecting suitable measures, such as communication training, feedback workshops or interdisciplinary project groups that practise new ways of working.
BEST PRACTICE at a customer (name withheld due to NDA contract) transruptions coaching helped a medium-sized mechanical engineering company to promote cultural transformation from silo thinking to open, cross-team collaboration. Regular feedback rounds and joint workshops created a new awareness of mutual understanding and trust, which greatly improved collaboration and increased innovative strength.
Impulses from practice: Methods for cultural transformation
In practice, it has been shown that cultural transformation is successful when it works on several levels simultaneously. This includes
- the involvement of managers as role models and active supporters,
- the creation of spaces for open exchange and collaborative work,
- and the adaptation of structures and processes that enable and reward changes in behaviour.
As an example, an international IT company not only used agile methods in project management, but also reorganised meeting formats to promote transparency and participation. This led to a noticeable increase in personal responsibility and team dynamics.
Similarly, a service provider redesigned its office area to visualise and strengthen cultural change with open workspaces and informal meeting zones. Employees reported more open communication and stronger networking.
In another example, a production company described how it established a culture of continuous improvement through targeted training and feedback systems. Employees felt valued and enjoyed their work more.
The role of managers in cultural change
Managers are key figures in cultural transformation. They must not only communicate the new values, but also exemplify them. This creates credibility and motivates employees to follow suit.
A typical concern in consultations is how managers can act authentically through concrete changes in behaviour. Here we offer practice-orientated coaching sessions in which managers reflect on their roles and develop options for action.
BEST PRACTICE at a customer (name concealed due to NDA contract) At a medium-sized company, the management was given intensive support to change from a controlling to a coaching management style. This gave employees more freedom to organise themselves and promoted an innovation-friendly culture.
From knowledge to lived change: recommendations for action
In order to drive cultural transformation effectively, it is advisable to consider the following steps:
- Clear objectives: Which values and behaviours should be dominant in the company? These goals should be formulated SMART.
- Analysing the existing culture: Using surveys and interviews to make the current situation transparent.
- Involve managers: They are multipliers and need their own coaching and support.
- Creating new spaces and formats: Open meetings, workshops and feedback sessions facilitate change in everyday life.
- Continuous support: Cultural change is a process; milestones should be regularly reviewed and adjusted.
One company from the automotive supply industry, for example, reported how the introduction of regular retrospectives and the breaking down of hierarchies contributed to a noticeably agile culture. Employees felt more motivated and innovative.
A financial services provider was also able to establish more open communication by consciously promoting a culture of error and trust and was thus able to react more quickly to market changes.
Another example is a technology start-up that used transparent target processes and regular dialogue events to promote a culture of cooperation that made stability and growth possible.
My analysis
A successful cultural transformation can significantly improve a company's innovative strength and collaboration. This requires clear goals, active leadership, suitable spatial and communication formats and continuous support. KIROI Step 4 shows how these complex elements can work together systematically to support sustainable change. Companies that take this approach often report increased employee motivation and improved competitiveness.
Further links from the text above:
Cultural transformation as the basis for lasting success [1]
Examples of a strong corporate culture [2]
How do I transform my corporate culture? 5 steps [3]
Cultural transformation throughout the organisation [11]
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