{"id":348012,"date":"2024-10-05T09:24:24","date_gmt":"2024-10-05T07:24:24","guid":{"rendered":"https:\/\/sauldie.org\/de\/kulturtransformation-kiroi-modell-fuehrung-2\/"},"modified":"2024-10-05T09:24:24","modified_gmt":"2024-10-05T07:24:24","slug":"culture-transformation-kiroyi-model-leadership-2","status":"publish","type":"post","link":"https:\/\/risawave.org\/en\/kulturtransformation-kiroi-modell-fuehrung-2\/","title":{"rendered":"Mastering Cultural Transformation: KIROI Step 4 for Decision-Makers"},"content":{"rendered":"

Cultural transformation is a challenge many organisations want to tackle today in order to remain competitive in the long term. Particularly in the fourth step of the KIROI model for decision-makers, the focus is on actively supporting and effectively shaping change. Cultural transformation therefore encompasses not just an adjustment of structures, but a profound change of values, behaviours and beliefs that supports sustainable success.<\/p>\n

Cultural transformation as a strategic lever for leaders<\/h2>\n

Leaders are indispensable architects and role models in the process of cultural transformation. They take responsibility by embodying and demonstrating desired cultural values. In manufacturing companies, for example, innovative teams show how culture can be adapted to new market demands through transparent communication and agile working methods. These impulses create an atmosphere that promotes collaboration and trust.<\/p>\n

In the service sector, many executives report that opening up communication breaks down old silos, thereby sustainably supporting cultural transformation. An international IT service provider deliberately transformed its culture to foster innovation and retain talent long-term. This resulted in a mindset that prioritises continuous learning and personal responsibility.<\/p>\n

Companies from the Mittelstand use the fourth KIROI step to guide leadership teams in actively managing change. This is not about pure compliance or specifications, but about impetus and support that enable authentic and credible cultural development.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/h3>\n

In a medium-sized engineering company with around 300 employees, a change from a rigid, department-focused culture was initiated as part of a cultural transformation. Executives were intensely coached in KIROI Step 4 to grow into new agile leadership principles as role models themselves. The result was significantly improved communication structures and higher motivation, which visibly supported the cultural change.<\/i><\/p>\n

Practical impulses for decision-makers in cultural change<\/h3>\n

The fourth step in the KIROI process focuses on active shaping by leaders. Here are some tips on how decision-makers can support culture transformation:<\/p>\n