Kotter’s 8 Change 1

Kotter’s 8 Change Process for ITI International Technology Integration Inc.

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Introduction

Many businesses embrace change to find solutions to the various issues they face. Some

businesses change to improve their profits while others change to improve the efficiency of their

services (Tang, 2019). Kotter’s 8 change process is one of the well-known models that may

businesses apply to implement change to be able to improve their competitive position in the

market (Bhatt, 2017). This paper will look at how ITI International Technology Integration Inc.

will apply the Kotter’s 8 Change process to implement their ITI marketing strategy which will

help them to improve their profitability and attracts more customers.

Establishing a Sense of Urgency

ITI International Technology Integration Inc needs the change to be implemented to be

able to improve their profits and their competitive position. The company has not been able to

attract customers and thus it is clear that the change will be of much benefit to the business. In

this first step of the Kotter 8 process, ITI must ensure that they develop urgency for the need for

change which is to implement a good marketing strategy that will help them attract more

customers for them to improve their profits (Odor, 2018). If ITI does not change, there is a

possibility in the future that it will be making losses and outdone by their competitors.

Forming a Powerful Guiding Coalition

On realizing that the change is needed at ITI, the second step involves convincing the

individuals on the importance that this change will bring. ITI must ensure that they have good

leaders to be able to convince people about the need for introducing a new marketing strategy

(Haas et al., 2020). The top management needs to support the change and appoint good leaders

who will manage the change. In this step of the change process, the leaders need to bring people
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together and form a coalition or team of people who have a good ability to influence others to

work on team building within your change coalition.

Creating a Vision for the Change

There are many good ideas and solutions for change. In this third step of the Kotter’s 8

change process, ITI needs to ensure that they link the concepts to the overall vision that

individuals can easily remember and grasp (Brock, Peak & Bunch, 2019). A clear vision will

help the International Technology Integration Inc stakeholders to understand why they are asked

to embrace the change. The organization should ensure that it determines the values that are main

to the change and create a good strategy to execute the vision. ITI should ensure that the change

coalition describes its vision.

Communicating the Vision

Communicating the change vision is much important (Tang, 2019). ITI in this stage must

ensure that they communicate the change they want to implement whenever they get a chance

rather than just calling for meetings. The company should ensure that it makes the new strategy

or change the new talk in the organization by communicating the change frequently and in a

powerful way. ITI in this stage of Kotter’s 8 change process should ensure that they address the

concerns of the people well and honestly. ITI should apply the change vision to all aspects of the

operations.

Empowering Others to Act on the Vision

In all organizations, several obstacles harm the general growth and development of a

company. These obstacles act as a barrier to the purposeful change in the business. The

employees tend to pay more attention to achieving achieve the benefits that have usually been
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promoted (Galli, 2018). It is therefore important for the ITI to focus on considering the strategic

change structures and check on the barriers that challenge organizational change. At this

juncture, the company requires to develop new strategies for human resource management such

as hiring human resource experts to set specific goals for employees, measure employees’

performance, and reward them based on their production (Tang, 2019). It is also at this stage that

the structure of ITI International Technology Integration Inc. and the job description are

evaluated. The managers should ensure that those employees that accept and implement

marketing changes are recognized and reward while the others are dismissed or helped to

understand the need for change.

Planning for and Creating Short-Term Wins

The success of the ITI international acts as a major motivator to the employees and other

stakeholders. The company should be in a position of tasting success enough to necessitate

organization change. The short-term changes such as providing payment options for example

PayPal and bill pay should be felt in a month or weeks based on their intentions (Galli, 2018).

Succeeding in this short-term change is a motivator for customers to pay faster and opening new

global markets. It is advisable to have targets that are short term instead of having one long term

goal or motive. Smaller targets and immediate assignments should be targetable and achievable

with limited chances of failing.

Consolidating Improvements and Producing Still More Change

According to Kotter’s 8 theory of change, most of the companies fail due to their early

victories’ declaration. It is therefore important for the management of ITI Technology to

understand that concrete changes run deep and the quick wins serve as the beginning of what is
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required for the real change. Launching of new marketing strategies through new systems

translates to investing a lot of funds and time in the operation of the system (Tang, 2019). For

instance, before ITI decides to invest in new networks such as high-quality VPNs and data

backup technologies, it is supposed to conduct a comprehensive analysis and research do

understand the benefit of the new systems and to create a room for more improvements. The

intentions for new technologies should be building the moment and for organizational

achievement.

Institutionalizing New Approaches

All the stakeholders of the ITI Technology Inc. should be aware that change is the mantle

of the company. Managers and employees should develop a culture for innovativeness and

competitiveness in the company to ensure that there is portfolio diversification. The employees

should study the external environment well to improve awareness and to improve and encourage

innovativeness and creativity. Efforts should be put in place to ensure that the changes are seen

in all the organization's aspects and will help if accommodated in the best place in the

organization.
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References

Bhatt, R. (2017). The theoretical perspective of change management. CLEAR International

Journal of Research in Commerce & Management, 8(2).

Brock, J., Peak, K., & Bunch, P. (2019). Intuitively Leading Change: Completing a Kinesiology

Department-to-School Transformation using Kotter’s 8-Stage Change Model. Journal of

Physical Education, 6(2), 14-24.

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE

Engineering Management Review, 46(3), 124-132.

Haas, M. R., Munzer, B. W., Santen, S. A., Hopson, L. R., Haas, N. L., Overbeek, D., ... &

Huang, R. D. (2020). # DidacticsRevolution: Applying Kotter’s 8-Step Change

Management Model to Residency Didactics. Western Journal of Emergency

Medicine, 21(1), 65.

Odor, H. O. (2018). Organizational Change and Development. European Journal of Business

Management, 10(7), 58-66.

Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55).

Springer, Singapore.

Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55).

Springer, Singapore.