Actively shape and support cultural transformation
Cultural transformation is a major challenge for many companies. It means that existing values, behaviours, and ways of working need to be sustainably changed. In doing so, leaders repeatedly approach us with questions on how they can not only initiate this process but also manage it effectively in the long term. Support during cultural transformation helps to ensure that change is not left to chance, but is systematically guided and promoted.
A central theme is how communication is made effective and the role of leaders in change. Many report wishing for support to adapt their own leadership style to new demands and to bring employees along. This is because cultural transformation is not achieved through measures alone, but through the active involvement of all stakeholders and continuous reflection on progress and resistance.
The role of leaders in cultural transformation
Without the conscious and continuous commitment of leadership, culture transformation often remains superficial. Leaders need practical impulses on how they can analyse and act in their respective situations. Support ensures that these impulses do not remain purely theoretical but can be implemented in everyday life.
An example from industry shows that a production unit changed its internal communication through targeted coaching. This made employees feel more involved and collaboration more efficient. Another example concerns a service company that promoted dialogue between departments through regular workshops, thereby actively shaping the culture. In the IT sector too, a more open error culture was fostered with the help of adapted leadership tools, which facilitated innovation.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a medium-sized company, the cultural transformation was supported by training managers in open discussion rounds. The aim was to communicate new values and to embody them authentically. At the same time, employees were given the opportunity to contribute their perspectives. This created an environment that understood change as a joint project, enabling the company to react more flexibly to market changes.
Practical Approaches to Accompanying Cultural Change
Companies that are serious about implementing cultural transformation frequently report the importance of a structured approach. This includes, among other things, regularly gathering feedback and utilising reflection phases. This allows obstacles to be identified early and can be addressed through adjustments in leadership or work processes. An important approach is targeted coaching, which provides impetus and supports both leaders and teams.
In commerce, targeted coaching has been shown to empower leaders to see change as an opportunity and encourage employees to get involved. In the automotive industry, pilot projects were used to test new collaboration and communication before they were rolled out on a larger scale. The energy sector is also increasingly relying on accompanying formats to sustainably integrate cultural changes into the structure.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract) In an international corporation, managers were supported in an accompanying process to understand their role as culture drivers. The coaching sessions were aimed at developing concrete steps for implementing the new values in the daily work of the teams. This resulted in practical tools that improved dialogue between hierarchy levels and contributed to a more sustainable culture change.
Providing impetus for sustainable change
Impetus is crucial for keeping culture transformation moving. It is important not to promise quick success, but to accompany development on an ongoing basis. Many report that the process is kept alive through regular reflections, thereby enabling real changes.
In the software sector, regular feedback loops led to greater acceptance of agile working methods. In the healthcare sector, moderated workshops helped to bring together different perspectives and develop a shared culture. Financial service providers also showed that targeted impulses allowed new viewpoints to be recognised and integrated.
KIROI BEST PRACTICE at DEF (name changed due to NDA contract) There, the focus was on accompanying coaching, which guided managers to specifically recognise and promote positive examples from the culture. This gave the teams direction and helped them to experience the culture transformation as a living process that develops step by step.
My analysis
Accompanying cultural transformation is a complex process, primarily driven by actively involved leaders. They need support to remain capable of action and to bring colleagues along. It helps not to promise quick success, but to anchor change sustainably with concrete impulses and reflections. KIROI-Coaching is a proven format here, which is frequently used by clients to support cultural changes in a practical and effective way.
Further links from the text above:
[1] Cultural transformation – 4 steps and 4 networks
[3] Mastering Cultural Transformation: KIROI Step 4 for Decision-Makers
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