The corporate landscape is changing rapidly. Digitalisation, new working environments and changing employee expectations are presenting organisations with major challenges. Many companies are recognising this: A real cultural change is necessary to remain fit for the future. But how can this far-reaching change be achieved? The fourth step of the KIROI model offers a proven success factor here. transruptions coaching accompanies organisations through this critical process of cultural change in a targeted manner and helps to anchor sustainable transformations.
Why cultural change is more than just a change project
Many managers confuse cultural change with classic change management. However, the difference is significant. While change management focuses on structural adjustments, cultural change goes much deeper. It touches on the values, beliefs and behaviours of the entire organisation[1].
Cultural change is the conscious process by which organisations systematically and purposefully transform their corporate culture[1]. It is not about superficial adjustments. Rather, profound changes must be brought about in the way people work together, make decisions and communicate with each other. This transformation requires time, patience and strategic support.
A financial services provider was faced with the task of transforming its highly hierarchical culture into a more collaborative structure. The classic change measures - new processes, new systems - had little effect. Only the targeted cultural change led to real behavioural changes and greater innovative strength among employees.
Cultural change in practice: Where do organisations come to coaching?
Our experience shows that organisations come to us with very different starting situations. Some companies feel that their existing culture no longer fits their strategy. Others have undergone a merger and need to integrate two different cultures. Still others want to become more agile or work more digitally.
Clients often report the following challenges: Employees remain stuck in old patterns even though new goals have been defined. Resistance to change is either open or hidden. The management level does not sufficiently exemplify the new values. Departments work in isolation instead of being networked. Communication runs along old lines.
A technology company wanted to switch from command-and-control to self-organisation. However, the newly created formal teams did not work. People did not trust themselves to act independently. The deep-rooted conviction that „the boss makes the decisions“ was still there. This is precisely where cultural change comes in as genuine support.
The KIROI approach: transforming culture step by step
The KIROI model provides a structured framework for successful cultural change. Each step builds on the previous one, creating a secure foundation for deep transformation. The fourth step - anchoring - is the decisive success factor.
The first three steps prepare the ground: Analysing the existing culture, defining the desired new culture and mobilising the organisation. But without the fourth step, these efforts often remain superficial. Cultures tend to fall back into their old patterns when attention wanes[3].
A large mechanical engineering company implemented a cultural change. Initially, everything went very well. After six months, however, the employees reverted to their old behaviour. The new culture was not anchored. With systematic anchoring work and a clear logic of consequences, it was possible to stabilise the transformation and prevent relapses.
KIROI step 4: Anchoring cultural change
The fourth step focuses on anchoring. This means weaving the new culture into the organisation in such a way that it becomes the norm. This requires consistency, clarity and consistency. The new culture must not exist alongside everyday life. It must become part of everyday life.
Concrete measures for anchoring these values are manifold. Managers must exemplify the new values on a daily basis. Routines and rituals must be adapted. Communication must repeatedly convey the new messages. Systems and processes must be harmonised with the new culture. The logic of consequences also plays a role: anyone who ignores the new rules must realise this[3].
A banking group worked on establishing a culture of thinking along. This was successfully anchored through: regular management roundtables in which the new values were reflected upon; recognition of employees who courageously made suggestions; and also discussions with those who showed resistance. After twelve months of consistent embedding, the culture was truly anchored.
Practical levers for successful cultural change
Cultural change requires several levers working simultaneously. One measure alone is not enough. Rather, routines, rituals, structures, processes and governance must be harmonised[1].
Lever 1: Managers as role models for cultural change
The management level is the visible representative of the new culture. What managers say and do shapes the organisation far more than formal statements. It is therefore crucial that managers radiate the new values authentically. They must show the courage to innovate, allow mistakes and communicate transparently[2].
An IT company wanted to become more error-friendly. The CTO made the start: she openly reported on her own mistakes and what she had learnt. This sent a clear signal. Soon other managers and employees also dared to speak openly about failures. Culture changes from the top down and from the top out[2].
Lever 2: Realign structures and processes
The culture is embedded in the structures and processes. If, for example, the new culture provides for collaboration, but the organisation continues to work in silos, this is a contradiction. Structures need to be adapted so that the new culture can be lived. These can be flatter hierarchies, new team structures or overarching projects.
A pharmaceutical company is tearing up its strictly functional organisation. It introduced cross-departmental innovation teams. This structure enforced collaboration and supported the new culture of collaborative problem solving. After a year, the new processes had become second nature.
Lever 3: Rituals and symbols of cultural change
Rituals and symbols have immense power in culture. They make abstract values concrete and tangible. These can be new meeting formats where employees have their say. It can be a change in office equipment that makes flat hierarchies visible. It can also be new awards that recognise different achievements than before.
One insurance company introduced monthly dialogue rounds where employees at all levels spoke directly with the management. This ritual conveyed the message: „Your voice counts here.“ At the same time, employees showed that these new forms were being practised. The ritual became a symbol of the new, more open culture.
Lever 4: Winning people for cultural change
People have to support and help shape the cultural change. This does not happen through orders from above. Rather, genuine participation is needed. Employees should be able to contribute their ideas on how the new culture can be lived[3]. This creates real ownership.
A logistics company asked employees for suggestions on how to work more agilely. The best suggestions were selected from over one hundred and implemented together. Participation led to genuine shared responsibility. Suddenly, the cultural change was not something that „those up there“ did, but something that the teams themselves created.
The role of coaching in cultural change
Cultural change is not a simple project that you do „on the side“. Most transformations fail because they are not adequately supported[7]. Professional coaching helps organisations to successfully navigate this path.
transruptions coaching provides organisations with targeted support for cultural change projects. We help to really understand the existing culture first. We then support the development of a clear target culture that fits the strategy. In KIROI step 4 - anchoring - we provide intensive support to ensure that the new culture does not fall back into old patterns.
What coaching does for anchoring
Good coaching provides support for several critical tasks. Firstly, it helps managers to really fulfil their new role. They learn to authentically convey new values. Secondly, coaching helps teams to really change the way they work. Thirdly, coaching creates feedback mechanisms to recognise in good time when resistance or relapses are imminent[7].
An energy company engaged transruptions coaching for the critical phase of anchoring. We held group discussions with managers to train them in their role model function. We worked with teams on new behavioural patterns. We installed so-called culture mentors - employees who actively monitored compliance with the new values and provided feedback. This intensive support meant that the cultural change actually took hold.
Overcoming common challenges in cultural change
Not every cultural change goes smoothly. There are typical hurdles that need to be overcome. If you know these, you can take more targeted countermeasures.
Challenge 1: The creeping relapse into old patterns
The greatest danger of cultural change is relapse. People are used to their old patterns. When management attention wanes, they unconsciously slip back[3]. This is why consistency is so important. The new rules must not only be introduced, they must be lived permanently.
A retail chain started a cultural change to become more customer-orientated. After six months, the interest levelled off. Store managers quickly returned to old management mechanisms. The cultural change only stabilised when top management visibly pointed out the new values again and followed up consistently.
Challenge 2: Resistance and sabotage
Not everyone welcomes cultural change. Some experience it as a threat to their previous position. They sabotage it openly or covertly. This is normal and must be actively addressed[3]. The question is not: How do we avoid resistance? The question is: How do we deal with it constructively?
A consulting company introduced a less hierarchical culture. Some senior consultants saw their authority jeopardised. They withdrew or voiced doubts. The coaching helped the management not to take this resistance personally, but to listen with empathy. Some senior consultants found a new role. Others left the company. Both developments were necessary for the cultural change.
Challenge 3: Inconsistency at management level
If the management level is not united behind the new culture, it will not work. Different managers send out different signals. Employees notice the contradictions immediately. Alignment at management level is therefore a prerequisite.
An insurance group was striving for more agility. However, the CFO continued to insist on rigid planning processes. The COO promoted experimentation and fault tolerance. These contradictions confused the organisation. Coaching worked with the management to get back on the same page. This was difficult, but necessary.
Measuring and monitoring the success of cultural change
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