Organisational culture change is a complex process that poses major challenges for many companies. KIROI step 4 in particular provides decisive impetus for really mastering this change. During this step, it becomes clear that managers are not just passive implementers, but active shapers of the new culture. The importance of this phase for the sustainable success of transformation projects can therefore hardly be overestimated.
What makes KIROI step 4 a turning point in organisational culture change?
Many companies experience the fourth step in the KIROI model as a key moment in organisational culture change. This is where leadership behaviour comes into focus: managers not only implement guidelines, but also actively embody the new values and ways of thinking. For example, a medium-sized mechanical engineering company has significantly strengthened team cohesion through the clear role model function of its management level, thereby supporting the implementation of agile methods.
An IT service provider also showed that open communication and respectful behaviour at management level are important prerequisites for employees to accept change and actively participate. The managers acted as a bridge between employees and management, which reduced inhibitions.
Another role of KIROI step 4 is the targeted involvement of employees in decision-making processes. In a large retail company, participative leadership made it possible to reduce resistance to cultural change and noticeably increase innovative strength in sales.
Practical tips for implementing organisational culture change
In order to provide meaningful support for organisational culture change in KIROI step 4, companies should consider several aspects:
- Establish managers as role models and make their behaviour transparent.
- Initiate regular communication rounds between all levels to promote openness.
- Enable participation - involve employees in relevant processes and value feedback.
- Make concrete successes visible in order to strengthen motivation and build trust.
- Use training and coaching to strengthen leadership skills in times of change.
In one example from the healthcare sector, an accompanying coaching programme helped managers to understand and actively live their role as culture bearers. The result was a noticeable improvement in cooperation and a reduction in staff turnover.
One marketing company reported how transparent communication during step 4 created an open feedback culture. The result: more innovation and faster decision-making processes.
In the manufacturing industry, the establishment of regular dialogue forums as part of the cultural change has increased the acceptance of new processes and strengthened team spirit.
BEST PRACTICE with one customer (name hidden due to NDA contract)
BEST PRACTICE with one customer (name hidden due to NDA contract) Through the targeted use of transruption coaching in KIROI step 4, managers of a large service company were able to strengthen their role as drivers of cultural change. The combination of individual support and collective reflection supported the acceptance of the new leadership principles, which contributed significantly to the sustainable anchoring of the desired organisational culture.
How leadership supports organisational cultural change
The active role of management in organisational culture change goes far beyond formal instructions. Managers shape the atmosphere through their behaviour and play a key role in shaping the work culture. In one software company, for example, the management team switched to regular open feedback sessions, which increased trust in the team and enabled conflicts to be dealt with at an early stage.
At a logistics service provider, a constructive approach to challenges was encouraged by consciously modelling a culture of error and a willingness to learn at management level. This openness motivated employees to make suggestions for improvement.
Management also proved to be a key lever in an educational institute: it supported the development of a learning culture that accepts continuous improvement not only as a goal, but also as part of everyday life.
Organisational culture change as a continuous process
Organisational culture change is not a one-off event, but a continuous process. Experience from numerous industries shows that success often depends on how consistently KIROI step 4 is implemented. Sustainable cultural change can only succeed if managers play an active role in shaping it.
It is important that not only the content, but also the attitude and motivation of those involved are regularly reflected upon. A dynamic exchange promotes further development and adapts the culture to new challenges.
My analysis
Organisational culture change presents many organisations with challenging demands. KIROI step 4 is a critical phase in which managers themselves become the drivers of change. Their active involvement and example can break established patterns and create a lively, adaptable culture. Companies provide effective support if they accompany this change with targeted coaching and open communication.
Understanding leadership as a living culture is an effective strategy for promoting the long-term acceptance of new values and behaviours. Impulses in KIROI step 4 thus form an essential basis for enabling a lasting change in organisational culture.
Further links from the text above:
Corporate culture - definition and steps for cultural change
Mastering cultural transformation: KIROI step 4 as a turning point
Organisational change - meaning and practices
Mastering change management: KIROI 4 as the key to cultural change
Corporate culture: definition and examples
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