Rethinking organisational culture: KIROI step 4 for change

Understanding organisational culture as a driver of change

Organisational culture is more than just a buzzword - it shapes daily actions, influences decisions and shapes the working atmosphere. Especially in times of profound change, conscious reflection on this culture is at the centre of many projects. People are increasingly coming to me with questions about how they can adapt their corporate culture to new challenges without losing their identity. This is precisely where KIROI coaching provides support by providing guidance, impetus and active assistance in developing new ways of thinking about organisational culture.

How organisational culture can actually be rethought

In the context of far-reaching changes, it becomes clear that organisational culture is not rigid. Rather, it is advisable to understand it as a living system that must be flexible and adaptable. This means consciously recognising and dissolving patterns and promoting new behaviours through targeted interventions. Clients often report that the mere willingness to rethink organisational culture initiates change at various levels. One example is the introduction of agile working methods in a traditional production company, which was able to establish more openness and participation.

Similarly, teams in service companies experience how the change in communication creates more trust and strengthens customer relationships in the long term. In the financial sector, organisational culture is often understood as the basis for digital transformation - here, coaching supports the development of mindsets that promote innovation and a willingness to take risks without neglecting control mechanisms.

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)

In a medium-sized manufacturing company, the organisational culture was specifically questioned and realigned. Moderated workshops enabled employees to adopt new perspectives on their role. KIROI coaching introduced impulses that helped to overcome silo thinking and promote interdisciplinary dialogue. As a result, the error culture became more open, which led to faster problem-solving and increased innovative strength.

Challenges in realigning the organisational culture

Companies often face the challenge that long-established patterns of behaviour are difficult to change. This is where KIROI's targeted support comes in: The aim is not to change everything overnight, but to initiate change processes that take effect step by step. In practice, it has been shown that employees are particularly open to change when they are involved and when the purpose behind the change is clearly recognisable.

For example, one technology start-up was able to establish a culture of openness and learning that supports rapid growth by consciously designing its onboarding process. At the same time, several manufacturing companies reported that they were able to make changes more sustainable through continuous feedback from their teams.

KIROI BEST PRACTICE at ABC (name changed due to NDA contract)

In a medium-sized IT company, it was recognised that the previous culture of competition among employees was leading to pressure and high staff turnover. As part of an accompanied process with KIROI, common values were developed that emphasised cooperation, appreciation and support. This was reflected in improved cohesion and increased employee satisfaction, which was reflected in loyalty and performance.

Impetus and support instead of promises

Thinking about organisational culture also means embracing uncertainty. There are no one-size-fits-all solutions, but clients often report real breakthroughs when they are supported in reflecting on and reshaping their own culture. In this way, KIROI coaching creates spaces for dialogue, self-awareness and shared change. It supports companies in recognising their culture as a dynamic basis for sustainable success. One thing remains clear: it is not about quick fixes, but about continuous learning and development processes.

KIROI BEST PRACTICE at DEF (name changed due to NDA contract)

At a service company that operates in a highly regulated environment, KIROI's support helped to develop the culture towards greater personal responsibility and entrepreneurial thinking. By encouraging critical reflection, managers and employees were encouraged to scrutinise existing processes and test new approaches more boldly, which noticeably increased agility.

My analysis

Rethinking organisational culture is a must for companies that want to actively shape change. The focus here is on social dynamics, individual behaviour patterns and collective values. KIROI coaching accompanies this process with customised impulses and supports the change with sound methods and experience. Examples from various industries show that reflective and systematic work on culture not only increases efficiency, but above all motivates and retains people. The process requires patience, but the investment pays off in the long term.

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