Today, cultural transformation is a key success factor for companies that want to assert themselves in a dynamic world. Many organisations are realising that old structures and thought patterns no longer fit. They are looking for ways to change their culture in a targeted manner and anchor new values. This is not just about superficial adjustments, but about profound changes in thinking, feeling and acting. The KIROI method offers a clear framework here, especially step 4, which is considered a game changer for cultural transformation.
Why cultural transformation is indispensable today
Companies are facing major challenges. Markets are changing rapidly, new technologies are emerging and employee expectations are rising. If you want to survive here, you need a culture that is flexible, open and innovative. Many clients come to us because they feel that their culture no longer matches their goals. They want more collaboration, more personal responsibility and more agility. This is exactly where cultural transformation comes in.
A successful cultural transformation begins with an honest stocktaking. What is working well? What is getting in the way? Which values and behaviours should be strengthened? Only those who know the initial situation can make targeted changes. It is important to involve everyone involved. Employees and managers must work together on a new vision.
Cultural transformation with KIROI Step 4
KIROI step 4 is the decisive moment in which the new culture becomes visible and tangible. This is where new meeting formats are introduced, responsibilities are redistributed and feedback loops are established. Employees are actively involved in shaping and experiencing how the culture is changing. Decisions are made in a more decentralised manner, which strengthens commitment.
A practical example: A family business wanted to dismantle its hierarchies and create agile structures. The cultural transformation began with an analysis of the existing values. The team then worked together to develop a clear vision for more personal responsibility. In step 4, new meeting formats were introduced, which the team actively helped to shape. Decisions were made in a more decentralised manner, feedback loops were established and the change was made visible - for example through a new intranet that promoted transparent communication.
Another example: A service provider developed a clear AI strategy and integrated artificial intelligence into the corporate culture. Step 4 here was cultural integration: AI was not seen as a foreign body, but as part of the DNA. Employees were involved in development, learnt together and applied new knowledge directly in projects. AI expertise increased, uncertainties disappeared and the organisation became more flexible.
A third example: A company in the healthcare sector wanted more collaboration and fewer silos. In step 4, new communication formats were introduced, such as regular retrospectives and check-ins/check-outs at team meetings. Employees were given organisational permission to live new values and behaviours. Collaboration improved noticeably.
Practical tips for cultural transformation
Anyone who wants to start or accompany a cultural transformation should consider the following steps:
- Start with a cultural analysis to understand the initial situation.
- Develop a clear target image for the new culture together with all those involved.
- Involve managers from the outset, as they are role models and multipliers.
- Design the framework in such a way that new behaviour can be tried out and experienced.
- Check progress regularly and adapt measures flexibly.
Cultural transformation as an accompaniment to transruption coaching
transruptions-Coaching supports companies in cultural transformation projects. We provide impetus, support implementation and accompany the process step by step. Clients often report that they gain new perspectives and are better able to shape change thanks to our support.
Another example: A company in the financial sector wanted more innovation and less risk aversion. The cultural transformation began with an analysis of the existing values. The team then worked together to develop a clear vision for more experimentation. In step 4, new meeting formats were introduced, which the team actively helped to shape. Decisions were made in a more decentralised manner, feedback loops were established and the change was made visible - for example through a new intranet that promoted transparent communication.
Another example: A company in the education sector wanted more collaboration and fewer silos. In step 4, new communication formats were introduced, such as regular retrospectives and check-ins/check-outs at team meetings. Employees were given organisational permission to live new values and behaviours. Collaboration improved noticeably.
A third example: A company in the retail sector wanted more customer-orientation and less hierarchy. In step 4, new meeting formats were introduced that the team actively helped to shape. Decisions were made in a more decentralised manner, feedback loops were established and the change was made visible - for example through a new intranet that promoted transparent communication.
My analysis
Cultural transformation is a complex process that requires time, commitment and a clear strategy. With the KIROI method and step 4 in particular, companies can shape change in a targeted manner and anchor new values. Experience shows that the involvement of all those involved and the creation of an organisational framework are crucial. transruptions coaching supports companies in this process and provides impetus for a successful cultural transformation.
Further links from the text above:
Successful cultural transformation for companies
Mastering cultural transformation: Step 4 to success with KIROI
Developing a corporate culture: Tips & examples
Cultural transformation - 4 steps and 4 networks
Cultural change: 6 effective steps to change corporate culture
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