{"id":348745,"date":"2025-04-22T21:42:24","date_gmt":"2025-04-22T19:42:24","guid":{"rendered":"https:\/\/sauldie.org\/de\/kulturtransformation-kiroi-methode-erfolgreich-umsetzen\/"},"modified":"2025-04-22T21:42:24","modified_gmt":"2025-04-22T19:42:24","slug":"cultural-transformation-successfully-implementing-the-kiroi-method","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/cultural-transformation-successfully-implementing-the-kiroi-method\/","title":{"rendered":"Mastering cultural transformation: Step 4 to change with KIROI"},"content":{"rendered":"
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Cultural transformation is a key issue currently occupying companies. When organisations have to change because markets are changing and new technologies are being introduced, it is about more than just adapting processes. Cultural transformation means that values, behaviours and the mindset of an entire company are developed in a targeted manner to ensure that the change is sustainable [1]. This is where the KIROI method comes in - and the fourth step in particular reveals the practical levers for anchoring changes permanently and creating an agile, future-proof corporate culture.<\/p>\n

Understanding cultural transformation with the KIROI method<\/h2>\n

Those who work in the context of cultural transformation often experience uncertainty: What remains? What will change? And how can all employees be involved? The KIROI method offers a structured framework that ranges from the initial analysis to sustainable implementation. Step 4 - the actual change - is the centrepiece, because this is where the new culture is brought to life in everyday life.<\/p>\n

Typical challenges in the area of cultural transformation<\/h3>\n

Many companies face similar questions when dealing with cultural transformation. It is often about the tension between innovation and consistency, living values in hybrid teams or shaping new leadership models. In coaching, clients regularly report that changes are initially met with scepticism because the old familiar is questioned. At the same time, the willingness to break new ground grows as soon as the added value becomes clear and role models pave the way.<\/p>\n

Step-by-step example from practice<\/h3>\n

Imagine a medium-sized company that wants to establish a more open feedback culture. As part of a cultural transformation, the first step is to jointly analyse how feedback is currently practised. The next step is to create a clear target image that all stakeholders help to develop. This is followed by implementation: new feedback formats are introduced, managers receive targeted training and digital tools support communication. This creates a new permission space in which openness can develop.<\/p>\n

Targeted design with KIROI Step 4<\/h2>\n

The fourth step of the KIROI method is crucial because this is where the desired behaviours and values are actually translated into everyday actions. This is not just about training or workshops, but about integrating new patterns into processes, structures and management behaviour. Systemic impulses from transruption coaching show: Change succeeds best when people are allowed to have new experiences and the organisational framework supports this development [10].<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> An industrial company wanted to noticeably strengthen collaboration and innovation and started a cultural transformation. The first year focussed on raising awareness, the second on developing a shared vision for the future. Step 4 was then the concrete integration: collaboration zones were set up, digital platforms were introduced and managers provided impetus by breaking new ground themselves. The result: collaboration became noticeably more open, the willingness to experiment grew and employees reported greater personal responsibility. It was important that the measures did not remain selective, but had an impact on all levels and processes - thus establishing the new culture in the long term.<\/i><\/p>\n

Further examples of successful cultural transformation<\/h3>\n

Another example: A family business wants to dismantle its hierarchies and create agile structures. The cultural transformation begins with an analysis of the existing values, followed by the development of a clear target image for more personal responsibility [7]. In step 4, new meeting formats and responsibilities are introduced, which the team actively helps to shape. Decisions are made in a more decentralised manner, feedback loops are established and the change is made visible - for example through a new intranet that promotes transparent communication.<\/p>\n

A third example: A service provider develops a clear AI strategy and integrates artificial intelligence into the corporate culture [6]. Step 4 here is cultural integration: AI is not seen as a foreign body, but as part of the DNA. Employees are involved in development, learn together and apply new knowledge directly in projects. AI expertise increases, uncertainties disappear and the organisation becomes more flexible.<\/p>\n

Concrete tips for practice<\/h3>\n

If you are starting or accompanying a cultural transformation, the following steps are recommended:<\/p>\n