{"id":350812,"date":"2024-11-08T05:05:31","date_gmt":"2024-11-08T04:05:31","guid":{"rendered":"https:\/\/sauldie.org\/de\/kulturtransformation-fuehrungskraefte-kiroi-schritt4-2\/"},"modified":"2024-11-08T05:05:31","modified_gmt":"2024-11-08T04:05:31","slug":"cultural-transformation-leaders-ai-step-4-2","status":"publish","type":"post","link":"https:\/\/risawave.org\/en\/kulturtransformation-fuehrungskraefte-kiroi-schritt4-2\/","title":{"rendered":"Mastering Culture Transformation: KIROI Step 4 for Leaders"},"content":{"rendered":"

For many companies, cultural transformation is a crucial step in remaining competitive in the long term and responding to constant market changes. Leaders, in particular, are in demand during this phase, as they act as role models and architects, significantly guiding and steering the change. The focus of this article is KIROI Step 4, which specifically supports leaders in effectively mastering cultural transformation.<\/p>\n

Culture Transformation: Why Leaders Must Accompany Change<\/h2>\n

Cultural transformation involves the profound change of values, norms, and behaviours within a company. Leaders play a central role because they must set a good example and credibly embody the new culture. Crucial impetus, trust, and direction arise primarily from their leadership skills. In this way, they foster an atmosphere where open communication and collaboration are possible, and innovations can flourish.<\/p>\n

An example from the automotive industry shows how important leadership is in cultural change: there, a consistent role model function of executives established an agile and learning-ready team language, which made processes much faster and more efficient. In the mid-sized mechanical engineering sector, companies reported significantly improved employee retention because managers consciously allowed space for further development and a culture of error. In the IT industry too, executives supported cultural change with targeted team coaching by strengthening collaborative values and breaking down hierarchies.<\/p>\n

KIROI Step 4: Position Leaders as Culture Drivers<\/h3>\n

The fourth step in the KIROI process requires understanding leaders as active drivers of cultural transformation. This involves empowering them to remove obstacles and lead with a values-oriented approach through individual coaching and team processes. Freedom of action and navigating uncertainties are thus realistically manageable.<\/p>\n

For example, in the energy sector, managers were specifically trained to foster open feedback and a constructive culture of error. This significantly increased innovation capability. Another example from the healthcare sector shows how systematic team coaching helped to reduce leadership barriers and restore trust among colleagues. In a service company, managers are succeeding in bringing the desired culture to life through role-modelling and continuous dialogue.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> In a medium-sized technology group, Step 4 was used to intensively coach a leadership team in dealing with new agile methods and value-oriented communication. The teams subsequently showed a significant increase in initiative and self-responsibility, which significantly advanced the cultural change.<\/i><\/p>\n

Practical Tips for Leaders During Cultural Transformation<\/h2>\n

For leaders to successfully guide cultural transformation, there are some proven approaches and methods:<\/p>\n