{"id":351074,"date":"2025-10-23T14:05:53","date_gmt":"2025-10-23T12:05:53","guid":{"rendered":"https:\/\/sauldie.org\/de\/kulturtransformation-fuehrung-kirroi-schritt4\/"},"modified":"2025-11-17T17:31:42","modified_gmt":"2025-11-17T16:31:42","slug":"cultural-transformation-leadership-kirroi-step4","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/cultural-transformation-leadership-kirroi-step4\/","title":{"rendered":"Mastering cultural transformation: KIROI step 4 for leaders"},"content":{"rendered":"

Cultural transformation is a significant challenge for many organisations today. The focus is not only on continuous adaptation, but also on consciously and actively shaping corporate culture. Step 4 of the KIROI model in particular gives managers a clear orientation for action to support and drive cultural transformation in the long term.<\/p>\n

Mastering cultural transformation: Why leaders are indispensable<\/h2>\n

Managers play a central role in cultural transformation as change ambassadors. They shape key values and behaviours through their own actions. This makes them the link between strategic intent and lived reality. In the IT industry, for example, companies report positive results when managers initiate regular retrospectives that promote trust and strengthen the willingness to learn. The automotive industry also shows how process adjustments with supportive leadership behaviour can lead to a sustainable anchoring of the new culture.<\/p>\n

A third example from the consulting sector highlights how mentoring programmes among managers help to establish a learning-oriented and open culture. These practical examples emphasise that cultural transformation can only succeed through active role models and conscious support.<\/p>\n

KIROI step 4: Actively shaping instead of reacting<\/h3>\n

The fourth step in the KIROI process requires managers to systematically support cultural change. This includes concrete measures that go beyond mere lip service. In this way, not only is behaviour changed, but adjustments are made to structures and processes that strengthen the new culture.<\/p>\n

In manufacturing companies, for example, targeted adjustments to work processes lead to the desired values becoming more visible in day-to-day work. At the same time, coaching managers support teams in reflecting on and further developing behavioural patterns. Another approach is open dialogue formats, which are described as a valuable tool in both start-ups and traditional corporations.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> and then the example with at least 50 words. In a medium-sized software company, managers were systematically trained in regular workshops in order to embody the change in values as role models. At the same time, an accompanying mentoring programme was introduced to promote the exchange of experiences between very different departments. This led to a noticeable increase in trust and significantly more agile collaboration.<\/i><\/p>\n

Practical tips to support cultural transformation<\/h2>\n

In order for cultural transformation to succeed, we recommend a few tried-and-tested approaches that have proven their worth in various industries:<\/p>\n