Leading Change by John P. Kotter. 8-step Change Model: Animated Summary

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Today's big idea comes from
Harvard Business School

professor and renowned change
expert, John P. Kotter.

In this video, we will walk you
through his eight-step change

model as it is presented in his
famous book, Leading Change.

The eight-step process
for Leading Change

was cultivated from
over four decades

of Dr. Kotter's observations
of countless leaders

and organizations as they were
trying to transform or execute

their strategies.

He identified and extracted
the success factors

and combined them
into a methodology.

The award-winning eight-step
process for leading change.

Step one, create a
sense of urgency.

You can't appeal to people
with data and facts alone.

You must also account
for how people feel.

This step is all about
igniting the hearts and minds

of your people.

You have to identify,
articulate, and communicate

the need for change, rather
than just a want for change.

Compared with other steps
in the change process,

phase one can sound easy.

It isn't.

And many companies fail
already in this first phase.

Often, failure occurs
because senior management

underestimates how hard it is
to motivate people to change.

Starting a
transformation requires

the accumulative cooperation
of many individuals.

Without motivation,
people won't change.

Step two.

Building a guiding coalition.

A coalition is defined
as a temporary alliance

between two or more
parties that come together

to achieve a common goal.

In Kotter's universe,
the guiding coalition

is a group of stakeholders
that come together

to enable the desired change.

It can take many shapes
but must consist of members

from multiple layers
of the hierarchy,

represent many functions,
and receive information

about the organization
from all levels.

The coalition can
help you ensure

there is support for change
throughout the organization.

Step three, form a strategic
vision and initiatives.

Most change initiatives are
complex and complicated.

For this reason, creating
a powerful vision

is a useful way of
generating support

from the whole organization.

Always remember to
complement your vision

with strategic
initiatives in the form

of targeted and
coordinated activities

that will help make
your vision a reality.

Step four.

Enlist an army.

Your vision needs to be
thoroughly communicated

throughout the organization.

This step is all about
soliciting a volunteer army,

a sizable body of employees who
are excited and able to take

action on the strategic
initiatives linked

to your vision.

Here is an excellent opportunity
to utilize the guiding coalition

as between them, they are
likely to have networks

in every area of the business.

Step five.

Enable action by
removing barriers.

In order to remove barriers,
you must identify them.

Think about why past
initiatives have failed.

Did they get off
to a good start?

At what stage did they fail?

Did they actually get completed
but then just forgotten?

Barriers can be commonly
accepted statements

that, while appearing helpful,
can hinder the planned change.

It can be statements like
we tried to change before.

It didn't work.

Other common barriers include
silos, financial targets,

complacency, and regulations.

Step six.

Generate short term wins.

Change processes
often take a while

before they reap any rewards.

This can cause a
decline in support

if individuals think their
efforts have been wasted.

For this reason, it is
important to demonstrate

advantages of the change by
creating short term wins.

A win is anything,
big or small, that

help you move towards
your change opportunity.

Collect, categorize, and
communicate your wins

as early and often as possible.

Step seven.

Sustain acceleration.

Kotter argues that many change
projects fail because victory

is declared too early.

It is important to sustain
and cement the change long

after it has been implemented.

So keep setting goals for
continued improvement.

Step eight.

Institute change.

This step is all
about sustaining

the change in the long run.

Simply changing the habits
and processes of employees

is not always enough
to instill a culture

change across the organization.

The changes should become part
of the core of your organization

to have a lasting effect.

Keeping senior
stakeholders engaged

and celebrating individuals
who adopt the change

will help cementing the change.

And there you have it.

Kotter's eight-step
change management model.

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