Cultural transformation is a key lever for sustainable success today. Many decision-makers recognise that changes in the market and in technology not only require new processes, but also a profound adaptation of the corporate culture. Cultural transformation means developing the values, behaviour and mindset of an entire company in a targeted manner. This is the only way to promote innovation, motivate teams and remain competitive in the long term.
Why cultural transformation is important for decision-makers
Companies are facing new challenges. Markets are changing, technologies are developing rapidly and employees expect more flexibility and a sense of purpose. Decision-makers must therefore not only adapt strategies, but also actively shape the culture within the company. Cultural transformation helps to scrutinise old structures and forge new paths. Many clients report that changes are initially met with scepticism because the familiar is being questioned. However, as soon as the added value becomes clear and role models pave the way, the willingness to break new ground grows.
A practical example: A medium-sized mechanical engineering company with around 270 employees was faced with the challenge of stagnating growth and demotivated teams. A value-based cultural transformation, which included intensive workshops and open communication formats, made it possible to break down silo thinking and significantly improve collaboration across departmental boundaries. Today, the company reports increased innovative strength and new growth.
Cultural transformation with the KIROI method
Step 4: Anchoring the new culture in everyday life
The fourth step of the KIROI method is the centrepiece of every cultural transformation. This is about anchoring the new culture in everyday working life. This means that values and behaviours are not only formulated, but also lived. Managers play a decisive role here because they have to exemplify and pass on the new culture. This is the only way to make changes credible and sustainable.
A practical example: A company from the IT sector wanted to establish a more open feedback culture. As part of the cultural transformation, the first step was to jointly analyse how feedback is currently practised. A clear vision was then created, which all stakeholders helped to develop. New feedback formats were introduced, managers received targeted training and digital tools supported communication. This created a new permission space in which openness could develop.
Another example: A company from the automotive industry opted for agile methods and iterative working methods to accompany the cultural change. This not only initiated a cultural change, but also firmly integrated it into everyday working life. Employees were involved in the process and were able to contribute their ideas. This led to greater motivation and better results.
Practical tips for decision-makers
How to successfully support cultural transformation
Decision-makers should understand cultural transformation as a continuous process. It is not a one-off project, but a long-term development. Important steps include the involvement of managers and employees, the definition of clear goals and the regular measurement of progress. This is the only way to understand whether cultural goals are actually being realised and where adjustments need to be made.
A practical example: A company from the financial sector started with a thorough analysis of its existing values and behavioural patterns. This included employee surveys, workshops and open interviews. Based on this diagnosis, a clear target image was then formulated that describes the desired culture and serves as a guideline. Employees were actively involved in the process and were able to contribute their ideas. This led to greater acceptance and better results.
Another example: a company from the healthcare sector focussed on designing „culture-shaping spaces“. These support creative collaboration and the open exchange of ideas. Employees were encouraged to bring their personality to their work. This led to greater motivation and better results.
My analysis
Cultural transformation is a key lever for sustainable success. Decision-makers must actively shape the culture in the company in order to promote innovation, motivate teams and remain competitive in the long term. The KIROI method offers a structured framework that ranges from the initial analysis to sustainable implementation. The fourth step is the centrepiece, because this is where the new culture is brought to life in everyday life. Managers play a decisive role because they have to exemplify and pass on the new culture. This is the only way to make changes credible and sustainable.
Further links from the text above:
Successful cultural transformation for companies
Corporate culture: Top 3 examples of strong organisations
Cultural transformation - 4 steps and 4 networks
Corporate culture: example of value-based change
Mastering cultural transformation: Step 4 to success with KIROI
KIROI step 4: Cultural transformation as a growth driver
Cultural change in companies: Your path to the future
4 companies with successfully implemented cultural change
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