How cultural transformation can succeed – Step 4 of the KIROI model as a decisive lever
Companies repeatedly approach me because they feel that existing routines and patterns no longer fit the current market dynamics. In such moments, cultural transformation is on the agenda, because real change begins within an organisation – with its values, beliefs and behaviours[1]. However, many don't know how to approach this process in a structured way and anchor it sustainably. This is precisely where the KIROI model comes in, which I use as a transruption coach in projects related to cultural transformation. The following focuses specifically on KIROI Step 4, which specifically places leaders at the centre as catalysts for change[4].
Why the fourth step is crucial for culture transformation
I often find that the first steps of a cultural transformation focus on diagnosis and clarifying goals – and rightly so[2][3]. However, once the guidelines are established, the question always arises: Who will embody the new values? Who will inspire others to let go of old habits? The answer is clear: leaders are the central role models, multipliers, and shapers of change[4]. If they do not actively lead by example in the new culture, it will remain a project and the transformation will fizzle out.
In KIROI Step 4, leaders become aware of their responsibilities and specifically work on their impact. They reflect on their own behaviour, make previously invisible patterns visible, and create impulses that inspire others. Only when they themselves forge new paths is a „seed cell“ of the desired future culture created, which gradually spreads throughout the company[4].
Here are some examples of how this works in practice:
Example 1: From lone wolf to team player
An international IT company wants to make collaboration more agile. In the old system, managers enjoyed prestige when they solved problems alone and delegated tasks to employees. As part of individual and team coaching, they are consciously working on a more open, error-tolerant leadership style. They are allowing for uncertainty, opening themselves up to feedback, and actively involving the team in decisions. This is creating a new approach that is being seen as a blueprint in other departments too.
Example 2: Customer centricity as a guiding principle
A medium-sized mechanical engineering company wants to become more customer-centric. The management team regularly spends time at trade fairs, at customer sites and in direct customer discussions. They transparently share their insights with the team and specifically ask how processes can be improved. This creates a new culture of openness and learning that extends to the production floor.
Example 3: From Competition to Cooperation
In a pharmaceutical company, individual departments have traditionally competed for internal resources. Management decides to set common goals and measure success not by individual achievements but by team results. Workshops and interdisciplinary projects encourage exchange, and the management team focuses specifically on transparency and appreciation. The new culture of collaboration thus becomes lived reality step by step.
These examples show: cultural transformation thrives when leaders are genuine role models, whether it's concerning innovation, agility, or value orientation.
How leaders become catalysts for cultural transformation
Many clients ask me how leaders can master this demanding task. The answer: it takes courage, openness, and reflection[4]. Individual coaching helps to clarify one's own values and recognise blind spots. Team coaching ensures that the entire leadership team develops a common understanding of the desired change.
Furthermore, regular learning formats – such as keynote speeches, unconferences, or Design Thinking workshops – support managers in learning and practising new ideas and methods directly. Values such as a culture of embracing mistakes, innovation, or trust do not materialise on paper alone, but in daily interaction. Therefore, it is important that the new behaviours also become visible in meetings, decision-making processes, and employee development.
Another success factor: making development measurable. Managers who regularly reflect on their progress and seek feedback create transparency and trust. They ensure that cultural transformation does not become an end in itself, but provides tangible benefits.
Here are some practical tips for shaping the fourth step of cultural transformation:
- Start with an open dialogue within the leadership team – discuss expectations, fears, and opportunities.
- Recognise and address resistance instead of ignoring it.
- Live new values consistently – in major decisions and everyday life.
- Actively involve employees and seek dialogue on an equal footing.
- Set milestones and celebrate small successes – this is motivating and makes change tangible.
Change requires more than good intentions
In my experience, clients repeatedly report that ambitious plans fail due to structural hurdles. Therefore, it is crucial to scrutinise processes, systems, and structures as well[1][9]. A culture of collaboration cannot be forced as long as incentive systems focus on individual success.
An example: A company wants to encourage innovation but continues to demand flawless performance. Management responds by creating an innovation fund for pilot projects and explicitly viewing failure as a learning opportunity. New tools for collaborative work, open office spaces, or hybrid meeting formats further support the desired change [9].
Therefore, anyone who wants to permanently anchor a cultural transformation needs a change architecture that involves people, processes, and spaces [5]. Transparent communication and genuine participation support acceptance and accelerate movement within the company [12].
Embedding cultural transformation into everyday life – how to make it work
A new culture doesn't emerge in isolation, but through daily actions. Leaders who act as role models don't just communicate change, they actively live it. They seek contact with employees, encourage exchange, and shape development processes openly and participatively.
Successful cultural transformation means regularly questioning your own daily work and forging new paths together. It helps when everyone involved can contribute their perspectives and changes are made visible.
Finally, a practical example from my transruption coaching:
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
A company operating internationally faced the challenge of sustainably strengthening collaboration across locations and hierarchies. The management decided to lead the cultural transformation consistently from the top. They began with a series of leadership tours, where managers engaged in open discussions with employees, asked for improvements, and requested direct feedback. Subsequent workshops developed concrete measures, such as agile meeting routines, transparent decision-making bodies, and regular exchanges on „lessons learned“. The leadership team committed to modelling new behaviours, such as appreciation and a culture of learning from mistakes, in all meetings. Within a few months, internal collaboration noticeably improved, and employees reported increased openness, faster solutions, and a new dynamic in their daily work.
My analysis
Cultural transformation is not a one-off project, but a continuous development process. The fourth step of the KIROI model – leaders as drivers of change – plays a central role in this, as it bridges the gap between vision and practice[4]. When leaders take responsibility and embody new values in their daily work, the topic becomes tangible and adaptable for everyone in the company.
At the same time, practice shows that anyone who wants to permanently embed a cultural transformation must consider people, structures, and processes equally. Only in this way can a vibrant, future-proof corporate culture emerge that ensures innovation, commitment, and competitiveness[1].
As a transruption coach, I guide companies on this journey and support teams in shaping change together. Because real development always begins small – and becomes sustainable through shared experiences.
Further links from the text above:
Successful cultural transformation as a foundation for business success
Culture Transformation – Four-Step Model
Successfully managing cultural transformation – KIROI Step 4
Transforming culture – structures and systems in transition
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