Kotter Analysis
Kotter’s 8-step change model
John Kotter introduced his 8-step change process in his 1995 book, “Leading Change”. According to Kotter – the eight steps to transforming your organization are as follows
1 Create urgency
Kotter suggests that for change to be successful, 75% of a company’s management needs to support the change. Therefore, it is essential to develop a sense of urgency around the need for change. This involves extensive internal dialogue regarding the market and competitor environments. This can involve a full SWOT analysis, scenario planning and full deployment of all the strategic planning tools.
2 Form a guiding coalition
Managing change is not enough; change has to be led. Building the momentum for change requires a strong leadership and visible support from key people within the organisation. The coalition will involve a wide representation of the formal and informal power-base within the organisation. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change.
3 Develop a vision and strategy
A drive for change without a clear focus wil rapidly fail unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future.
4 Communicate the vision
Kotter emphasises the need to communicate at least 10 times the amount you expect to have to communicate. The vision and accompanying strategies and new behaviours need to be communicated in a variety of different ways. This goes beyong the “special announcement” meetings and involves frequent and informal face-to-face contact with people. Email is not the appropriate communication vehicle -- except in support of prior face-to-face contact.
5 Empwer action and removal of obstacles
This is the stage where your change initiative moves beyond the planning and the talking, and into pratical action. This step also
John Kotter introduced his 8-step change process in his 1995 book, “Leading Change”. According to Kotter – the eight steps to transforming your organization are as follows
1 Create urgency
Kotter suggests that for change to be successful, 75% of a company’s management needs to support the change. Therefore, it is essential to develop a sense of urgency around the need for change. This involves extensive internal dialogue regarding the market and competitor environments. This can involve a full SWOT analysis, scenario planning and full deployment of all the strategic planning tools.
2 Form a guiding coalition
Managing change is not enough; change has to be led. Building the momentum for change requires a strong leadership and visible support from key people within the organisation. The coalition will involve a wide representation of the formal and informal power-base within the organisation. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change.
3 Develop a vision and strategy
A drive for change without a clear focus wil rapidly fail unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future.
4 Communicate the vision
Kotter emphasises the need to communicate at least 10 times the amount you expect to have to communicate. The vision and accompanying strategies and new behaviours need to be communicated in a variety of different ways. This goes beyong the “special announcement” meetings and involves frequent and informal face-to-face contact with people. Email is not the appropriate communication vehicle -- except in support of prior face-to-face contact.
5 Empwer action and removal of obstacles
This is the stage where your change initiative moves beyond the planning and the talking, and into pratical action. This step also