{"id":341688,"date":"2025-08-22T15:20:35","date_gmt":"2025-08-22T13:20:35","guid":{"rendered":"https:\/\/sauldie.org\/de\/change-management-wandel-unternehmen-kultur\/"},"modified":"2025-08-22T15:20:35","modified_gmt":"2025-08-22T13:20:35","slug":"change-management-change-company-culture","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/change-management-change-company-culture\/","title":{"rendered":"Rethinking change management: KIROI step 4 & cultural change"},"content":{"rendered":"

Effectively shaping change in the company<\/h2>\n

In today's business world, we often encounter the need for change. We are constantly faced with the challenge of how to implement change management effectively and sustainably. Support during the change process plays a very important role, especially because it takes cultural change into account.<\/p>\n

The fourth step in the change process focuses on how changes can be anchored and lived in the organisation. This shows that it is not enough to simply adapt processes - the corporate culture must take centre stage. After all, real change can only be successful if the new values and behaviours are understood and accepted by employees.<\/p>\n

The interplay of change and culture<\/h2>\n

The culture of a company consists of the shared values, norms and behavioural patterns of all employees. When processes are changed, this inevitably affects the cultural elements. Change management accompanies this process by providing impetus and showing how the culture can be actively shaped.<\/p>\n

Involving employees in the change process is a key issue. Their perspectives, fears and wishes should be taken seriously so that new thought patterns can grow. Workshops or open dialogue rounds are a good way of obtaining feedback and working together to achieve a better understanding. This creates a culture of dialogue that facilitates the transition.<\/p>\n

<\/p>\n

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract)<\/b><\/p>\n

The company decided to specifically address the needs of the workforce at the start of a major digitalisation project. In moderated workshops, not only were changes presented, but concerns were also addressed and wishes collected. Ongoing communication and the involvement of employees led to a high level of acceptance of the new working methods.<\/p>\n

<\/i><\/p>\n

Communication as the key to the fourth step<\/h2>\n

Targeted communication is essential in the fourth step of change management. It creates transparency and conveys the vision of change in an understandable way. It is important to actively listen and respond at all levels and in different formats.<\/p>\n

Managers in particular play a key role here. They provide guidance by setting an example of change and giving regular feedback. Courses and training sessions help employees to develop the new skills required for cultural change.<\/p>\n

<\/p>\n

KIROI BEST PRACTICE at ABC (name changed due to NDA contract)<\/b><\/p>\n

In an international project, intensive attention was paid to transparent and multilingual communication. The management team organised digital town hall meetings in which the process of change was explained and questions were answered. This openness meant that all employees felt included and were able to actively contribute.<\/p>\n

<\/i><\/p>\n

Focus on people: from fear to participation<\/h2>\n

For many employees, change means uncertainty and worry. Change management provides support here by creating space for reflection and dialogue. The transition model describes very well that people first have to say goodbye before they can safely move on to a new beginning.<\/p>\n

Support in this phase means showing understanding for fears and at the same time providing impetus for actively shaping change. This reduces resistance and promotes a culture of learning and openness.<\/p>\n

<\/p>\n

KIROI BEST PRACTICE at an organisation DEF (name changed due to NDA contract)<\/b><\/p>\n

A three-stage transition programme was introduced as part of a restructuring process. Employees were given the opportunity to share their experiences in the final workshop before trying out new working models in a so-called neutral zone. This approach strengthened trust and adaptability throughout the team.<\/p>\n

<\/i><\/p>\n

My analysis<\/h2>\n

Change management needs to be rethought today. The fourth step, which accompanies cultural change, is crucial to how change is accepted and how it works in the long term. Successful support means putting people at the centre, using communication as a bridge and creating space for the psychological transition. With these approaches, it is possible to shape culture in a targeted manner and position companies flexibly and resiliently for the future.<\/p>\n

Further links from the text above:<\/h2>\n

[1] Change management methods: These key techniques for ...<\/a><\/p>\n

[2] Change management: cultural change & skills shortage - OMR<\/a><\/p>\n

[5] Cultural change: reasons & tips for change - Haiilo<\/a><\/p>\n

[7] Transforming organisational culture: KIROI Step 4 for Leaders<\/a><\/p>\n

For more information and if you have any questions, please contact Contact us <\/a> on the topic or read more blog posts on the topic Artificial Intelligence Blog<\/a> here.<\/p>","protected":false},"excerpt":{"rendered":"

Effectively shaping change in the company In today's business world, we often encounter the need for change. We are constantly faced with the challenge of how to implement change management effectively and sustainably. Support during the change process plays a very important role, especially because it takes cultural change into account. The fourth step in the change process ... Read more<\/a><\/p>","protected":false},"author":1,"featured_media":341687,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_ef_editorial_meta_date_first-draft-date":"","_ef_editorial_meta_paragraph_assignment":"","_ef_editorial_meta_checkbox_needs-photo":"","_ef_editorial_meta_number_word-count":"","footnotes":""},"categories":[3061,200,3244,3247],"tags":[2755,1465,2748,3506,2739],"class_list":["post-341688","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-kiroi-blog","category-digital-leadership","category-digitale-transformation","category-hr-arbeit-teams-4-0","tag-changemanagement","tag-kommunikation","tag-kulturwandel","tag-mitarbeiterbeteiligung","tag-unternehmenskultur","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-25"],"rmp_feedback_val_new":"2314.24","_yoast_wpseo_primary_category":"K\u00fcnstliche Intelligenz","_yoast_wpseo_focuskeywords":null,"rmp_vote_count":"512","rmp_rating_val_sum":"2314.24","rmp_avg_rating":"4.52","_yoast_wpseo_focuskw":"Change Management","_yoast_wpseo_title":"Change Management neu denken: KIROI-Schritt 4 & kultureller Wandel","_yoast_wpseo_metadesc":"Den Wandel im Unternehmen erfolgreich umsetzen: Change Management verstehen & gestalten. 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