From Kotter’s 8-Step Process for Leading Change to “Who Moved My Cheese?’ by Spencer Johnson, there’s plenty of information to create a strategy for the big picture. Increase the urgency for change.

To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change.When you first start thinking about change, there will probably be many great ideas and solutions floating around. This includes existing staff and new leaders who are brought in. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.What you do with your vision after you create it will determine your success. What you do is far more important – and believable – than what you say. In “Leading Change,” Kotter devised an eight-step process for change management and leadership (since updated in his 2014 book, “Accelerate”): 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. Whom do you involve? When you plan carefully and build the proper foundation, implementing change can be much easier, and you'll improve the chances of success. Receive new career skills every week, plus get our latest offers and a free downloadable Personal Development Plan workbook.

In the book Kotter clarifies the principles of the 8-step change model.

You want each smaller target to be achievable, with little room for failure. Also see our articles on Click on the image below to see Kotter’s model represented in an infographic:You have to work hard to change an organization successfully. Following the success of "Leading Change" John Kotter wrote The Heart of Change: Real-Life Stories of How People Change Their Organizations (2002). Receive new career skills every week, plus get our latest offers and a free downloadable Personal Development Plan workbook.Help your people to continue their learning at a time and a place which suits them. Your change team may have to work very hard to come up with these targets, but each "win" that you produce can further motivate the entire staff.Kotter argues that many change projects fail because victory is declared too early. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.Make continuous efforts to ensure that the change is seen in every aspect of your organization.

But if you can launch 10 products, that means the new system is working. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.You can learn another 64 project management skills, like this, by joining the Mind Tools Club.Receive new career skills every week, plus get our latest offers and a free downloadable Personal Development Plan workbook.Nothing motivates more than success. Kotter’s 8 Step Change Model. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "In this article, video and infographic, we look at his eight steps for leading change, below.For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change.

*Source: Google Analytics Annual User Count, based on average performance for years 2017 to 2019.

However, this can also be seen as a disadvantage, as the external change agent is not aware of the company’s history, work processes, and personnel.Change agents aim at making changes in the existing processes or culture of the organization that sticks. Role of a Change Agent: Though role of a change agent varies with the nature of organisation, problem and management, change agent usually performs the following tasks: 1. the change agents are appointed by the organizations to transform the ways, the organization is managed, or the business is conducted.

If many people start talking about the change you propose, the urgency can build and feed on itself.Kotter suggests that for change to be successful, 75 percent of a company's management needs to "buy into" the change.

This model, created by Harvard University Professor John Kotter, causes change to become a campaign.

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