Many companies today are faced with the challenge of systematically developing their culture. Cultural transformation means changing values, behaviours and structures in a targeted manner in order to be fit for the future. But how does sustainable cultural change succeed - especially in step 4 of the KIROI process - and what role do managers play in this?
Cultural transformation as the basis for sustainable corporate success
Cultural transformation is not a sure-fire success, but an ongoing process that requires courage, patience and genuine commitment. The interplay between management, employee involvement and process adjustments is particularly crucial, as this is the only way new values can be put into practice. Experience shows that without the active support of management, cultural change remains superficial[4]. At the same time, many managers are looking for practical ideas on how to get their teams on board and recognise resistance. This is where transruption coaching comes in to support cultural transformation in companies.
An example from the industry: A medium-sized production company launched an initiative for more open internal communication. Managers received coaching to prepare them to moderate regular dialogue rounds. The result: employees felt more involved, collaboration improved measurably and the corporate culture became more flexible[4].
Another practical example: A logistics service provider introduced regular, interdisciplinary team sessions. The aim was to break down departmental boundaries and promote a culture of cooperation. This resulted in a stronger commitment to common goals and a noticeable increase in innovative strength.
There are also success stories in retail: A retail chain trained its store managers in appreciative leadership and installed a transparent feedback system. The result was a reduction in staff turnover and greater identification with the company.
The leadership factor in cultural change
Managers are the driving force behind every cultural transformation because they have to exemplify new values and communicate changes authentically. Employees are guided by the daily behaviour of their superiors. It is therefore advisable to involve the management team at an early stage and develop them in a targeted manner[1][4].
Experience shows that individual coaching sessions and team workshops help managers to strengthen their role as role models and recognise barriers. In this way, the seeds of a new culture are planted within a few months, which then spread to other areas[2]. One established approach is for experienced managers to train other managers - the principle "He who teaches, learns" takes on a new meaning here[2].
In the manufacturing industry, companies often use change agents to drive change. These individuals receive special training to promote cultural transformation in their teams and address resistance.
Listed companies often rely on leadership programmes in which values such as agility, error culture and innovation are specifically trained. Such measures create commitment and promote trust in change.
Important steps in the KIROI process
The fourth step of the KIROI process is about anchoring the new values permanently and utilising failures constructively. An elementary factor is the continuous review of progress - for example through regular feedback rounds, surveys or workshops[1][4].
One particularly successful example comes from the IT sector, where an open approach to mistakes was established by encouraging employees to openly address potential for improvement. This led to a lively learning culture and significantly increased the ability to innovate[4].
In the healthcare sector, many players supplement their transformation with individual target agreements. This gives employees the opportunity to contribute their own ideas to the process and actively participate in the cultural transformation.
Companies in the automotive industry also use targeted incentive systems to reward desired behaviour. This strengthens motivation and ensures that cultural changes are not just on paper.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medium-sized company, the entire management team was trained in open communication and active listening. In regular values workshops, managers and employees worked together to develop concrete measures for living the new culture. A sense of responsibility for joint development quickly became apparent and the company was able to adapt to market changes much more quickly. The feedback culture improved noticeably and employees contributed constructively to the change. In this way, cultural transformation became a joint project that was not only supported from the top, but was actively shaped by everyone.
Concrete measures for your cultural transformation
A successful cultural transformation requires clear goals, transparent communication and a willingness to learn from mistakes. The following steps have proven successful in practice:
- Clearly define and regularly communicate vision and values
- Provide managers with targeted training and position them as role models
- Actively involve employees and create feedback opportunities
- Introduce incentive systems that promote the desired behaviour
- Gradually adapting processes and structures
- Measure, reflect on and readjust progress[1][2]
Participatory formats are particularly effective when it comes to anchoring values such as openness, flexibility and innovation. Dialogue on new topics should therefore be encouraged again and again so that cultural transformation remains a continuous process rather than a one-off event[3].
Many companies report that dealing proactively with uncertainties in the team helps to reduce fears. Transruption coaching can also provide support here by opening up thinking spaces and providing impetus for change.
My analysis
Cultural transformation is not a voluntary task, but a key prerequisite for the future viability of companies. It requires the courage to change, patience and a willingness to share responsibility. The examples show: Sustainable change comes about when managers, employees and processes pull together. This is the only way to create a lively, agile and adaptable corporate culture that ensures long-term innovation and success.
The experience gained from supporting numerous companies confirms this: Although cultural transformation is challenging, the investment in change pays off in the long term - both professionally and personally. transruptions coaching offers targeted support to remove blockages, realise potential and successfully shape the common path.
Further links from the text above:
Mastering cultural transformation: KIROI step 4 for decision-makers
Developing corporate culture: Tips & Examples - Salesforce
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