Cultural transformation is a major challenge for many companies. It is not just about superficial adjustments, but about a fundamental change in values, behaviours and mindsets. The fourth step of the KIROI model in particular makes it clear how essential careful support can be for the success of cultural transformation. Companies that organise this process in a targeted manner support their employees and managers in adapting to the new requirements and opportunities in the long term.
The importance of the fourth step in cultural transformation
The fourth step of cultural transformation according to KIROI is primarily about **implementing and anchoring** the new culture within the organisation. The focus here is on the practical application of the defined values and behaviours. In this phase, companies often find that although the initial enthusiasm is there, there is a lack of concrete routines, structures and supporting systems to ensure that the new culture can be lived sustainably.
For example, managers must be empowered to exemplify and actively promote the desired culture. Continuous dialogue between all levels of the hierarchy is also necessary. This often involves the challenge of breaking down existing silos and establishing cross-departmental collaboration.
A typical real-life example shows how an international IT company moved from a classic lone wolf mentality to a strong team player mindset in the fourth KIROI step. With targeted workshops and accompanying coaching, communication loops and feedback processes were established that create transparency and at the same time strengthen personal responsibility.
Concrete recommendations for action in the implementation process
The cultural transformation requires that not only processes are redesigned in the fourth step, but that the physical and social workspaces are also adapted. In the sense of „outside-in“, the redesign of offices and meeting rooms, for example, leads to more open communication and spontaneous collaboration.
A medium-sized production company communicated more intensively during this phase and created new forms of knowledge exchange through cross-divisional meetings. Management staff there also began to place more trust in the competences of the teams instead of micromanaging.
Regular feedback rounds and retrospectives are also established tools for making the new cultural experience tangible in everyday life. Such tools have also proven their worth in a software company, which has created a more open and solution-orientated working atmosphere through this practice.
BEST PRACTICE with one customer (name hidden due to NDA contract)
A comprehensive training programme was introduced in the fourth step of the cultural transformation. Employees took part in interactive workshops to actively experience new values and behaviours. At the same time, management supported the cultural change with regular feedback meetings and a transparent communication process. This created a lasting awareness of the new way of working together, which is noticeably reflected in day-to-day business.
How active dialogue and leadership culture accompany the transformation
Managers play a key role in cultural transformation. They are not only role models, but also drivers who exemplify the new values with their behaviour and make external signals effective in the team. Equally important are visible successes in the transformation process that are regularly communicated in order to keep motivation and commitment high.
One example of this is an international consultancy firm that introduced a management audit in the fourth step. This systematically reviewed management behaviour and provided individual impulses on how managers can specifically fulfil their role as culture bearers.
In addition, many organisations have shown that only a combination of skills-oriented training and structural adjustments leads to successful results. An innovative automotive company reported how the introduction of agile working methods and changed meeting formats created a new culture of collaboration that adapts flexibly to changing requirements.
Tips for sustainable support and anchoring in everyday life
It is recommended for the success of the cultural transformation in the fourth step:
- Regularly measure and visualise cultural progress
- Involving all employees through participatory formats and taking their concerns seriously
- Establish communication rituals such as town halls, workshops or off-sites to keep the dialogue alive
- Design a change architecture in which the necessary measures are coordinated in terms of timing and content
In this way, companies create positive dynamics that not only accompany change, but anchor it permanently.
My analysis
Cultural transformation requires patience, clear objectives and holistic support. The fourth step in the KIROI model in particular shows how important concrete measures, active involvement and visible leadership are. Companies that integrate these elements are better able to embed change deep into their day-to-day work. Impulses from practice confirm that a successful cultural transformation improves cooperation and creates sustainable values that make the company fit for the future.
Further links from the text above:
Successful cultural transformation for companies [1]
Corporate culture: example of value-based change [2]
Developing a corporate culture: Tips & examples [3]
Mastering cultural transformation: KIROI step 4 as a success [12]
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