How cultural transformation can succeed - step 4 of the KIROI model as a decisive lever
Time and again, companies come to me because they feel that existing routines and patterns no longer fit in with the current market dynamics. At such times, cultural transformation is on the agenda, because real change begins within an organisation - with its values, beliefs and behaviours[1]. However, many organisations do not know how to approach this process in a structured way and anchor it sustainably. This is precisely where the KIROI model comes in, which I use as a transruption coach in cultural transformation projects. In the following, I will focus in particular on KIROI step 4, which specifically places managers at the centre as initiators[4].
Why the fourth step is crucial for cultural transformation
I often find that the first steps of a cultural transformation focus on diagnosis and clarifying objectives - and rightly so[2][3]. Once the guidelines have been established, however, the question always arises: Who will exemplify the new values? Who inspires others to leave old habits behind? The answer is clear: managers are the key role models, multipliers and shapers of change[4]. If they do not actively exemplify the new culture, it will remain a project status - and the transformation will fizzle out.
KIROI step 4 is about managers becoming aware of their responsibility and working specifically on their impact. They reflect on their own behaviour, make previously invisible patterns visible and set impulses that inspire others. Only if they themselves break new ground will a „nucleus“ of the desired future culture emerge, which will gradually spread throughout the company[4].
Here are some examples of how this works in practice:
Example 1: From lone fighter to team player
An international IT company wants to make collaboration more agile. In the old system, managers enjoyed prestige if they solved problems on their own and delegated tasks to employees. As part of individual and team coaching sessions, they are consciously working on a more open, error-friendly management style. They allow for uncertainty, are open to feedback and actively involve the team in decisions. This creates a new way of working that is also recognised as a blueprint in other departments.
Example 2: Customer centricity as a guiding principle
A medium-sized mechanical engineering company wants to become more customer-centred. The management regularly spends time at trade fairs, at the customer's premises and in direct dialogue with customers. They share their findings transparently within the team and ask specific questions about how processes can be improved. This creates a new culture of openness and learning, which is carried through to production.
Example 3: From competition to cooperation
In a pharmaceutical company, individual departments traditionally compete for internal resources. The management decides to set common goals and to measure success based on team results rather than individual performance. Workshops and interdisciplinary projects promote dialogue, and the management team focuses on transparency and appreciation. Step by step, the new culture of cooperation becomes part of everyday life.
These examples show: Cultural transformation thrives on managers being true role models, regardless of whether the focus is on innovation, agility or added value.
How managers become drivers of cultural transformation
Many clients ask me how managers can master this challenging task. The answer: It takes courage, openness and reflection[4]. Individual coaching sessions help to clarify your own values and recognise blind spots. Team coaching sessions ensure that the entire management team develops a shared understanding of the desired change.
In addition, regular learning formats - such as keynote speeches, barcamps or design thinking workshops - help managers to familiarise themselves with new ideas and practices and practice them directly. Values such as error culture, innovation and trust are not just created on paper, but in daily interaction. It is therefore important that the new behaviours also become visible in meetings, decision-making processes and employee development.
Another success factor: making development measurable. Managers who regularly reflect on their progress and obtain feedback create transparency and trust. They ensure that the cultural transformation does not become an end in itself, but instead creates concrete benefits.
Here are some practical tips for organising the fourth step of cultural transformation:
- Start with an open dialogue in the management team - talk about expectations, fears and opportunities.
- Recognise and address resistance instead of ignoring it.
- Live new values consistently - in big decisions and in everyday life.
- Actively involve employees and seek dialogue at eye level.
- Set milestones and celebrate small successes - this motivates and makes change tangible.
Change requires more than good intentions
In my experience, clients repeatedly report that ambitious plans fail due to structural hurdles. It is therefore crucial to also scrutinise processes, systems and structures[1][9]. A culture of collaboration cannot be enforced as long as incentive systems focus on individual successes.
An example: A company wants to promote innovation, but continues to demand flawless performance. The management responds by creating an innovation fund for pilot projects and explicitly recognising failure as a learning opportunity. New tools for collaborative working, open office spaces or hybrid meeting formats also support the desired change[9].
If you want to anchor a cultural transformation in the long term, you therefore need a change architecture that involves people, processes and spaces[5]. Transparent communication and genuine participation support acceptance and accelerate movement within the company[12].
Anchoring cultural transformation in everyday life - how to succeed
A new culture is not created in a quiet room, but in daily activities. Managers who act as role models not only communicate change, but actively live it. They seek contact with employees, promote dialogue and shape development processes in an open and participatory manner.
Successful cultural transformation means regularly scrutinising your own day-to-day work and breaking new ground together. It helps if everyone involved can contribute their perspectives and changes are made visible.
Finally, a practical example from my transruption coaching:
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
An international service provider was faced with the challenge of sustainably strengthening collaboration across locations and hierarchies. The management decided to implement the cultural transformation consistently from the top. They started with a series of leadership tours in which managers engaged in open dialogue with employees, asked for improvements and requested direct feedback. Specific measures were developed in follow-up workshops, such as agile meeting routines, transparent decision-making bodies and regular dialogue on lessons learned. The management team committed to exemplifying new behaviours such as appreciation and error culture in all meetings. Within a few months, there was a noticeable change in the way people worked together and employees reported more openness, faster solutions and a new dynamic in everyday life.
My analysis
Cultural transformation is not a one-off project, but a continuous development process. The fourth step of the KIROI model - managers as initiators - plays a central role here because it builds the bridge between vision and practice[4]. When managers take responsibility and live new values in their everyday lives, the topic becomes tangible and changeable for everyone in the company.
At the same time, practical experience shows that if you want to anchor a cultural transformation in the long term, you need to look at people, structures and processes in equal measure. This is the only way to create a vibrant, sustainable corporate culture that ensures innovative strength, commitment and competitiveness[1].
As a transruption coach, I accompany companies on this journey and support teams in shaping change together. Because real development always starts on a small scale - and becomes sustainable through shared experiences.
Further links from the text above:
Successful cultural transformation as the basis for corporate success
Cultural transformation - four-step model
Successfully shaping cultural transformation - KIROI step 4
Changing culture - structures and systems in transition
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