Keeping the cultural change in focus
Many organisations face a central challenge: How can change processes be sustainably anchored in the corporate culture? It is not enough to simply adapt procedures, as the real success is only evident when new values and behaviours are lived out. Change processes must therefore accompany cultural change from the outset to ensure long-term acceptance and involvement of employees.
A company's culture consists of shared values, norms, and patterns that shape daily interactions. If these are not consciously co-designed within a change process, sales and initiatives quickly risk being hampered by resistance or a relapse into old routines. A key aspect of this is actively involving employees and taking their perspectives, concerns, and wishes seriously. This can create a dialogue that deepens understanding of the change and promotes new ways of thinking.
Impulse and support as the key to cultural embedding
Change management accompanies transformation with targeted impulses and supports leaders and employees in consciously shaping the culture. Moderated workshops or open discussion rounds are suitable for this, enabling continuous feedback. Such formats create transparency and invite co-development.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) As part of a digitalisation project, the workforce was closely involved through moderated workshops. Not only were the upcoming changes presented, but concerns were also openly addressed and wishes gathered. The ongoing communication and inclusion of employees led to a high level of acceptance of the new working methods.
Leaders are also crucial for successful anchoring. They act as role models and significantly shape how new values and behaviours are lived out within the company.
Leadership as a driving force for change
Modern leadership means not only steering structures and processes but, above all, actively shaping corporate culture. Leaders can create a climate of openness and flexibility through their own behaviour. This promotes a positive attitude towards change and motivates employees to get actively involved.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a technology company, an innovation-friendly culture was established by empowering leaders in coaching sessions to foster experimental thinking and create space for new ideas. This demonstrated how a new cultural spirit can emerge that breaks down barriers and supports long-term development.
Furthermore, the introduction of regular reflection sessions ensures that progress is reviewed and adjustments are made where necessary. This fosters a learning culture where change is understood as an ongoing process, rather than a short-term project.
Practical models and methods for support
Various methodological approaches have proven successful in managing cultural change. For example, a well-known model offers a clearly structured guide to support individual and organisational changes. The following phases are central to this: raising awareness of the necessity, the desire for change, acquiring skills, implementation, and permanent embedding.
These phases make it clear that, in addition to technical adjustments, the human side of change must also be brought into focus. The methods support managers in minimising resistance and empowering employees to introduce and consolidate new behaviours.
How acceptance and sustainable development arise
Clients often report that implementing one-off measures is not enough. Rather, continuous support and impetus are needed to keep the transformation alive. This includes making successes visible and celebrating them together to promote motivation. Short, tangible interim goals also provide direction and reinforce the feeling of progress.
Experience shows that involving many levels – from management to change agents and employees themselves – has the potential to specifically change the corporate culture and permanently embed the transformation.
KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) The company implemented a network of internal change agents who, together with management and teams, lived the new culture and provided impetus for further development. This broadly supported governance created sustainable momentum that deeply anchored the change.
My analysis
During change processes, it’s becoming increasingly clear that cultural change is the essential lever for sustainable success. Involving employees, the exemplary role of leadership, and the use of appropriate methods are crucial factors in this regard. Change management can therefore be understood as continuous support that provides impetus and ensures that change is not only implemented but also lived.
Further links from the text above:
[1] Rethinking Change Management: KIROI Step 4
[2] Change Management: Definition and Examples
[3] Change management culture: KIROI step 4 for cultural change
[6] Change Management – Methods, Tools and Practical Example
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