Kotter's Eight Step Plan - Orginisational Change

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Kotter 's Eight Step Plan - Orginisational Change

Step 1: Create Urgency

For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.
This isn 't simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what 's happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.
What you can do:
Identify potential threats, and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could
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Openly and honestly address peoples ' concerns and anxieties.
Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
Lead by example.

Step 5: Remove Obstacles

If you follow these steps and reach this point in the change process, you 've been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you 've been promoting.
But is anyone resisting the change? And are there processes or structures that are getting in its way?
Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.
What you can do:
Identify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they 're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what 's needed.
Take action to quickly remove barriers (human or otherwise).

Step 6: Create Short-term Wins

Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year,
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