KOTTER’S 8 STEP OF

CHANGE

DOMACENA, MYCIA
MONTEAGUDO, DECERIE
JOHN P. KOTTER
American Professor of Leadership
Co- founder of Kotter International
Born 1947
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KOTTER’S 8 STEP CHANGE MODEL

▰ Introduced to improve an
organization’s ability to change and to
increase its chances of success.
▰ Helps organization succeed at
implementing change.
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KOTTER’S 8 STEP CHANGE MODEL- PHASES

Creating the Links the Implementation

change to and
right climate
the consolidation
for change organization of change
(STEP 1-3) (STEP 4-6) (STEP 7-8)

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 CREATING THE RIGHT CLIMATE FOR CHANGE

1
• CREATE A SENSE OF URGENCY

2
• BUILD A GUIDING COALITION

3
• FORM STRATEGIC VISION

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 CREATING THE RIGHT CLIMATE FOR CHANGE

1 • CREATE A SENSE OF URGENCY

▰ Help others see the need for change through a

bold, aspirational opportunity statement that
communicates the importance of acting
immediately.
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 CREATING THE RIGHT CLIMATE FOR CHANGE

1 • CREATE A SENSE OF URGENCY

▰ Actions needed: assess crisis and untapped
opportunities
▰ Must make people understand why change is
necessary
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 CREATING THE RIGHT CLIMATE FOR CHANGE

2 • BUILD A GUIDING COALITION

▰ A volunteer army needs a coalition of
effective people – born of its own
ranks – to guide it, coordinate it, and
communicate its activities.
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 CREATING THE RIGHT CLIMATE FOR CHANGE

2 • BUILD A GUIDING COALITION

▰ Actions needed: Identify key people
within the organization who can act as
change leaders.
▰ Assemble a group with shared
commitment 10
 CREATING THE RIGHT CLIMATE FOR CHANGE

3 • FORM STRATEGIC VISION

▰ Clarify how the future will be different
from the past and how you can make
that future a reality through initiatives
linked directly to the vision.
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 CREATING THE RIGHT CLIMATE FOR CHANGE

3 • FORM STRATEGIC VISION

▰ Create a vision to direct change,
develop strategies for the realization
of the vision

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 CREATING THE RIGHT CLIMATE FOR CHANGE

3 • FORM STRATEGIC VISION

▰ Vision must be short, clear

understandable and preferably must
have an emotional element to it.
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 CREATING THE RIGHT CLIMATE FOR CHANGE

3 • FORM STRATEGIC VISION

▰ “If you cannot describe your vision in
five minutes and get their interest, you
have more work to do in this phase of
transformation process.”- Kotter,
Leading Change 14
 LINKS CHANGE TO THE ORGANIZATION

4
• COMMUNICATING THE VISION

5
• ENABLE ACTION

6
• GENERATE SHORT- TERM WINS

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 LINKS CHANGE TO THE ORGANIZATION

4 • COMMUNICATING THE VISION

▰ Use every possible way to communicate the
vision and strategies in achieving it.
▰ The vision will be referred to emails,
meetings, presentations.
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 LINKS CHANGE TO THE ORGANIZATION

4 • COMMUNICATING THE VISION

▰ We must embed the vision into everything we
do in the project.
▰ Must demonstrate the vision
▰ “WALK THE TALK”
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 LINKS CHANGE TO THE ORGANIZATION

5
• ENABLE ACTION BY REMOVING BARRIERS

▰ Removing barriers such as inefficient

processes and hierarchies provides
the freedom necessary to work across
silos and generate real impact.
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 LINKS CHANGE TO THE ORGANIZATION

5
• ENABLE ACTION BY REMOVING BARRIERS

▰ Actions Needed: Guiding coalition

must remove or alter systems or
structures undermining the vision.
▰ Has to encourage risk taking and non
traditional ideas. 19
 LINKS CHANGE TO THE ORGANIZATION

5
• ENABLE ACTION BY REMOVING BARRIERS

▰ Actions Needed: Realigning incentives

and performance appraisal to reflect
the change vision have a profound
effect on the ability to accomplish the
change vision. 20
 LINKS CHANGE TO THE ORGANIZATION

6 • GENERATE SHORT- TERM WINS

▰ Wins are the molecules of results.
They must be recognized, collected
and communicated – early and often –
to track progress and energize
volunteers to persist. 21
 LINKS CHANGE TO THE ORGANIZATION

6 • GENERATE SHORT- TERM WINS

▰ Actions Needed: Guiding coalition
must define and engineer visible
performance improvements. Running
a change effort without attention to
short terms performance is risky. 22
 LINKS CHANGE TO THE ORGANIZATION

6 • GENERATE SHORT- TERM WINS

▰ Getting short term wins helps ensure
the overall change initiatives success.
▰ Leaders must recognize and reward
employees contributing
improvements. 23
IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

• SUSTAIN ACCELERATION
7

• INSTITUTE CHANGE
8

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 IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

7 • SUSTAIN ACCELERATION
▰ Press harder after the first successes.
Your increasing credibility can improve
systems, structures and policies. Be
relentless with initiating change after
change until the vision is a reality. 25
 IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

7 • SUSTAIN ACCELERATION
▰ Actions Needed: Leaders must used
increased credibility from early wins to
change systems, structures
undermining the vision.
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 IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

7 • SUSTAIN ACCELERATION
▰ Actions Needed: Must hire promote and
develop dedicated employees who can
help implement the vision.
▰ Must reinvigorate the change process
with new projects and change agents. 27
 IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

8 • INSTITUTE CHANGE
▰ Articulate the connections between
the new behaviors and organizational
success, making sure they continue
until they become strong enough to
replace old habits. 28
 IMPLEMENTATION AND CONSOLIDATION OF THE
CHANGE

8 • INSTITUTE CHANGE
▰ Action Needed. Show employees how new
behaviors and attitudes have helped
improved performance.
▰ Change STICKS WHEN IT BECOMES THE
WAY WE DO THINGS AROUND HERE. 29
“ “Transformation is a
process, not an event”
- John P. Kotter

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