Leading Change Leading Change **

* Kotter, John. Leading Change. Boston: Harvard Business School Press

The Eight-Stage Process of The Eight-Stage Process of Creating Major ChangeCreating Major Change

1.1. Establishing a Sense of UrgencyEstablishing a Sense of Urgency• Examining the market and competitive Examining the market and competitive

realitiesrealities• Identifying and discussing crises, potential Identifying and discussing crises, potential

crises, or major opportunitiescrises, or major opportunities

2.2. Creating the Guiding CoalitionCreating the Guiding Coalition• Putting together a group with enough power Putting together a group with enough power

to lead the changeto lead the change• Getting the group to work together as a teamGetting the group to work together as a team

3.3. Developing a Vision and StrategyDeveloping a Vision and Strategy• Creating a vision to help direct the change Creating a vision to help direct the change

efforteffort• Developing strategies for achieving that visionDeveloping strategies for achieving that vision

4.4. Communicating the Change VisionCommunicating the Change Vision• Using every vehicle possible to constantly Using every vehicle possible to constantly

communicate the new vision and strategiescommunicate the new vision and strategies• Having the guiding coalition role model the Having the guiding coalition role model the

behavior expected of employeesbehavior expected of employees

5.5. Empowering Broad-Based ActionEmpowering Broad-Based Action• Getting rid of obstaclesGetting rid of obstacles• Changing systems or structures that Changing systems or structures that

undermine the change visionundermine the change vision• Encouraging risk taking and nontraditional Encouraging risk taking and nontraditional

ideas, activities, and actionsideas, activities, and actions

6.6. Generating Short-Term WinsGenerating Short-Term Wins• Planning for visible improvements in Planning for visible improvements in

performance, or “wins”performance, or “wins”• Creating those winsCreating those wins• Visibly recognizing and rewarding people who Visibly recognizing and rewarding people who

made the wins possiblemade the wins possible

7.7. Consolidating Gains and Producing More Consolidating Gains and Producing More ChangeChange

• Using increased credibility to change all Using increased credibility to change all systems, structures, and policies that don’t fit systems, structures, and policies that don’t fit together and don’t fit the transformation together and don’t fit the transformation visionvision

• Hiring, promoting, and developing people who Hiring, promoting, and developing people who can implement the change visioncan implement the change vision

• Reinvigorating the process with new projects, Reinvigorating the process with new projects, themes, and change agentsthemes, and change agents

8.8. Anchoring New Approaches In the CultureAnchoring New Approaches In the Culture• Creating better performance through Creating better performance through

customer- and productivity-oriented behavior, customer- and productivity-oriented behavior, more and better leadership, and more more and better leadership, and more effective managementeffective management

• Articulating the connections between new Articulating the connections between new behaviors and organizational successbehaviors and organizational success

• Developing means to ensure leadership Developing means to ensure leadership development and successiondevelopment and succession