• Consideration of possible signs of satiation during cultural change with respect to.

- Change capacity (culture, history, structure, perceived reasons for change, and capability of the change management);

- Disruption of the change processes (number of changes and disruptions, causes of disruption, and effectiveness of the change management).

• Utilization of a framework and the corresponding guide rails to enable the adaptation and the integration of local circumstances, especially in the participating countries.

• Modification of socialization tactics and design of socialization processes such as orientation programs and support through appropriate training and development measures.

• Focusing and cultivation of an understanding of innovative management and consistent execution (self-confidence, strong convictions/standpoints, dominance, “preaching“ and being a “living rule“ of the new vision with drama and eloquence).

• Continuous improvement is an essential part of corporate culture and must be given due consideration right from the beginning.

Transformation of a corporate culture takes time and stamina and is often more effective when administered in “homeopathic“ doses. If the desired cultural changes lead to improvements in conditions for the majority, the change will be incorporated permanently into the culture. Setting result-oriented targets, the clarification of the actual target model for the cultural change is indispensable; in the same way, the relationship between strategy and corporate values must be highlighted. The consistent measurement of all of the activities and processes against the yardstick of the corporate values creates transparency for the progress of the change and makes success visible.

Changing a culture in the direction of a target model is hard work; but sustainably maintaining the achieved level and quality is a far greater challenge yet.

A pragmatic implementation model

Successfully launching and supporting cultural transformation and change requires a comprehensive change management program which, as shown by experience, must be designed with a time frame of several years. There will be a number of stages of the “individual maturity level“: from “awareness“ of the culture, “understanding“ it, “involvement“, to “ownership & commitment“. This serves as the basis so that in the end a cultural change visible to employees, customers, and general public can be realized. A variety of activities is required in each of the phases of the culture and change process (awareness, understanding, involvement, ownership), see figure.