Within the scope of the implementation, additional supportive events and commitment activities throughout the company should serve to turn the topic of values into something employees can experience and grasp more readily, which means supporting the emotional components as well as the implementation per se, which tends to focus more on mechanical aspects. During international and cross-border culture projects, the consideration of local circumstances and requirements complementing the uniform approach is critical for success. Successful cultural transformations generate a culture and implementation framework which is acknowledged and supported by the majority and which provides the appropriate flexibility for the local requirements and special regional-cultural features, i.e., national cultures, business demands, or legal systems.

Genuinely quantitative KPIs such as a customer satisfaction index and employer branding index should be incorporated alongside qualitative measurements and surveys, and business-related cause-and-effect chains should be modeled and assessed; all of this is necessary so that the relationship between the increase in commercial success and the cultural change over the course of the project can be measured. The fashioning of the target behavior which is to be observed and its measurement or determination in the form of evidence reviews make it possible to maintain contribution records for a cultural transformation and to exploit them as strategic leverage points for modifications or corrections.

Over the course of a cultural transformation and the changes occasioned by it, one must expect to discover that changes in the organizational structures will also be required. This is more positive than negative because in most cases the reasons behind it lie in the increase in the organization‘s maturity level and the ­accompanying capability of its own awareness and optimization.

Moreover, it is important to honor behavior in conformity with values during the phases of the culture implementation and not only in the standard process, e.g., in the form of positive feedback from the manager, consideration of the individual goal achievement and promotion opportunities, as well as to sanction behavior which is not in conformity with values to demonstrate the seriousness attributed to observance of the values. This must be reflected at all levels of the hierarchy as well as in top management.

The final destination