Organisational culture change is a challenging task for which there is no patent remedy. The KIROI Step 4 method offers a proven and structured approach to support this change in a targeted manner and lead to sustainable success. The focus is not only on changing structures, but above all on actively shaping leadership and responsibility.
Organisational culture change: Why conscious leadership is crucial
Organisational culture change is most successful when managers act as role models and active drivers of change. KIROI Step 4 focusses on precisely this: strengthening leadership and responsibility. In companies from sectors such as mechanical engineering, IT services or healthcare, management teams often report that a clear vision of the leadership culture contributes significantly to employee motivation and project success.
For example, a large automotive supplier shows how managers in production use workshops to communicate and exemplify new values such as agility and collaboration. A medium-sized IT service provider relied on regular feedback sessions between management and employees, which significantly improved internal communication. In the healthcare sector, a hospital group established management coaching programmes that consistently supported the cultural change in the teams.
This illustrates how different types of companies can actively and purposefully shape organisational culture change with KIROI Step 4 by focusing on leadership and responsibility.
KIROI step 4 in detail: Actively shaping leadership
KIROI step 4 comprises practical measures that enable managers to fulfil their role as facilitators of cultural change. This involves developing a common mission statement on leadership culture, involving all management levels and creating discussion spaces for open communication.
For example, an international logistics service provider set up a management round table in which managers shared their expectations of the cultural change. In the renewable energy sector, a project team initiated digital platforms to network managers across the company and promote the exchange of experiences. A software company organised workshops in which managers learned methods for situational leadership and feedback in order to guide their teams safely through the change.
BEST PRACTICE with one customer (name hidden due to NDA contract) - In an international technology group, KIROI Step 4 supported managers in developing a new leadership vision and anchoring it in the workforce through storytelling. The management level thus took responsibility for the cultural transformation and established continuous dialogue formats that made the change tangible and secured it.
Practical tips for successful organisational culture change
To ensure that the organisational culture change succeeds, the following impulses are recommended, which numerous companies have successfully implemented:
- Make leadership a consistent design lever: Create clearly defined roles and responsibilities.
- Enable dialogue: Implement open feedback channels and regular exchange formats.
- Use storytelling: Inspire change through stories of success and challenge.
In practice, companies often combine these impulses to cover individual needs in the industry, for example in logistics, financial services or the public sector. One logistics service provider, for example, reports on a cultural work camp at which employees and managers were able to define future values and behaviours together. A savings bank set up „culture cafés“ to strengthen informal dialogue and identification with change.
Systematically support organisational culture change with KIROI step 4
Organisational culture change requires a continuous and conscious approach. KIROI Step 4 supports organisations in understanding cultural transformation not as a one-off action, but as an ongoing process. In addition to leadership, the focus is also on spatial and communication formats that make the change sustainable.
A medium-sized production company, for example, integrated new meeting structures in which cultural topics were given a permanent place. In the software industry, an innovation forum was created in which employees can contribute ideas for cultural development. In the medical sector, particular emphasis was placed on transparent communication through digitally accessible updates and feedback tools.
In this way, KIROI Step 4 creates accompanying impulses that support companies in different contexts and industries in actively shaping and sustainably anchoring organisational cultural change.
My analysis
Organisational culture change requires a great deal of commitment and clear orientation from companies and their managers in particular. KIROI Step 4 offers a practical and well-founded approach aimed at actively shaping leadership and responsibility. Companies from a wide range of industries show that a targeted focus on leadership is a positive lever for successfully supporting cultural transformation. Change should always be understood as a sustainable process that involves comprehensive communication and continuous reflection.
Further links from the text above:
KIROI step 4: Drive cultural transformation forward in a targeted manner [4]
Corporate culture - definition and steps for cultural change [1]
Mastering organisational culture change: KIROI step 4 unveiled [6]
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