John Kotter's Eight Step Model

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What is the change?
Restructuring the commercial department, MAS Intimates.
“Without change there is no innovation, creativity or incentive to improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William G. Pollard (1911-1989)
“Any change, even a change for the better, is always accompanied by drawbacks and discomforts.” Arnold Bennett
“The world hates change, yet it is the only thing that has brought progress” Charles Kettering
According to above quotes, it is proved that if we want to succeed, we should change continuously with overcoming challenges. But it is not an easy task to change because of various reasons. Some of them are,
• Lack of knowledge
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He has introduces these eight step change model. According to above chart, the first step create urgency is the initial stage of identifying the need of change and make sense about it among the employees.
The McKinsey 7S Framework
The McKinsey 7S framework was introduced by Robert H. Waterman and Tom Peters who were McKinsey & company’s business consultants. It is a management model that is used to improve organization performance. It can be used as an organization analysis tool. McKinsey 7S framework describes seven elements that should be aligned and mutually reinforced in order to manage a change. When consider about hard elements, it can be easily identified and also easily can be influenced while it is hard to describe soft elements. Some of hard elements are company structure, process and IT systems. Soft elements can be influenced by company culture. For the success of change process, these seven elements should be highly considered. Those seven elements are interconnected. Following figure shows the interconnectivity between elements as a visual
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ADKAR Simple

Consider about both business dimension and people dimension change.

In order to manage change, this model provides a checklist on the stages of transition.
Desire” and “Reinforcement” can be considered highly useful to motivate staff engaging in a change process fails to distinguish between the roles and functions of leadership as well as management

Fail to identify the difference between incremental change & step change

Fail to identify the difference between management & leadership rolls

Not considered the power of the leadership to address emotional dimensions

Fail to see the macro level program management
Misses out the role of leadership and principles of programme management to create clarity and provide direction to change

Propose change management model for MAS Intimates Commercial

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