8 step change framework of Kotter wrt Fortis case

1. Establish a sense of Urgency

Kotter contends that for any organisational transformation to succeed, leaders must instil a
feeling of urgency. In order to provide people with compelling and compelling reasons for the
change, this stage entails identifying and describing potential dangers, potential future
ramifications, assessing the opportunities that the organisation might exploit, and starting
honest discussions and dialogues. Additionally, when it comes to the subject of change,
stakeholders' support should be sought for. The senior leaders in the organisation had an
ambitious yet strategic plan to accelerate Fortis Healthcare Limited's (Fortis) growth into 35
hospitals within five years when the Fortis Operating System (FOS) was being implemented.
This expansion was only feasible if the Fortis-owned facilities quickly adopted the FOS
proposal.
Fortis' five-year expansion plan was seriously threatened by the non-clinical techniques it was
using at the time. This conventional procedure had an impact on effectiveness, result
predictability, and patient satisfaction. The Fortis leadership saw it as important to start the
transformation off swiftly and successfully across all of its facilities because of this. Shivinder
Mohan Singh, the CEO, gave persuading justifications for why people should support this
endeavour. He had personal experience with ineffective hospital procedures and felt that
Fortis needed to implement standardised and effective services for attendants and patients.

2. Forming a Powerful Guiding Coalition

Shivinder sought assistance from McKinsey and Company (McKinsey), which served as a
consultant for the creation of this programme, in order for the organisation to accomplish its
FOS transformation initiative. Shivinder, Vaidya from McKinsey, Daljit (the COO of Fortis
hospitals), the manager of human resources, the head of finance, and the leader of medical
operations made up the steering committee. As a consultant, McKinsey asked that a strong,
long-lasting internal team comprised of high-potential and high-achieving people be created.
Six competent employees from various divisions, including Vaidya and Ashish, were selected
through a rigorous selection procedure (facility director at the Mohali facility). This procedure
is consistent with Kotter's second phase of change, which calls for the selection of capable
leaders who can oversee change inside an organisation.
According to Kotter, this important group should consist of significant players, decision-
makers, and other influential figures from various organisational levels and departments
(Kouzes and Posner 2007). By holding several meetings over the course of a week, the Fortis
coalition showed their dedication to and participation in the FOS reform campaign. They
talked about the advantages and the urgent need for change.

3. Developing visions and strategies for Change

Organizational transformation brings with it a plethora of brilliant concepts, difficulties, and
solutions to these issues. These concepts must be connected to the overarching, simple-to-
remember change vision. Kotter (1996) asserts that having a distinct vision for change helps
people understand why they must put a particular phenomena into practise. Therefore, those
in charge of leading change should define a vision, strategies for carrying it out, and key values
that will guide the transformation. Additionally, leaders should make sure that the change
coalition can clearly and succinctly articulate the stated vision. The goal of transformation at
Fortis was to provide its patients with high-quality, dependable, consistent, and effective
services. By creating a dependable, replicable, and repeatable operating system across all of
the organization's locations, Vaidya elaborates on the organization's objectives for rapid
growth.
 Additionally, the aim of Fortis, as stated in 2011, was the provision of great service delivery,
being a domestic leader, and achieving international reputation as a provider of healthcare
services. These visions were supported by an implementation plan that called for uniform
service delivery across all facilities. Daljit well understands the idea of this shift because he
was chosen to coordinate the full implementation, conceptualization, and institutionalisation.

4. Communicating the set vision

Kotter contends that the change leaders' implementation of the established vision will
determine if the current change is successful. For instance, the everyday organisational
communications and the change vision can be in fierce competition. To guarantee that the
vision is well ingrained in day-to-day organisational operations, there should be strong and
frequent communication of it. It is clear from the Fortis situation that the FOS reform initiative
was effectively communicated. The newly constituted group held multiple meetings over the
course of a week to talk about the desired adjustment. Furthermore, given that Daljit was said
to have comprehended Shivinder's idea, I think he had discussed it with important figures
within the organisation.
Clinicians had to be included in the project by the change team (clinicians are from a specialist
department; hence, it was necessary to convince them that the change would improve their
non-clinical operations). Vaidya interviewed professionals one-on-one to make sure that their
perspective was effectively communicated. Additionally, Daljit made sure that there was a
strong communication team at all levels and erected banners about the application of FOS in
key areas all across the facility. In addition, to address the transformation agenda, the team
organised an off-site boot camp for core participants. Every stakeholder was invited to weekly
meetings in the Townhall, and all employees had access to CDs with recordings of the
presentations on the FOS's development.

5. Removing Obstacles
People, organisational structure, and other factors all oppose organisational change. To
guarantee the change program's execution is effective, these issues need to be addressed
early on (Mintzberg 2007). For instance, the full-time change team should identify and include
effective change leaders. To make sure they are in line with the transformation vision,
performance and pay systems, job descriptions, and organisational structures should also be
evaluated. People who effectively support the change should be acknowledged and rewarded,
and those who oppose it should be found and persuaded of its advantages. It is important to
include proactive actions to get rid of impediments.
Getting top doctors to support change in their departments was one of the difficulties the FOS
reform process encountered. The full-time staff was also concerned about how their
commitment might affect their livelihoods. By making sure the group received specialised and
thorough training, McKinsey overcame this difficulty. It turned out to be difficult to maintain
the gains and consolidate the adjustments. Daljit considered the prospect of a substantial
decline in the participation of upper management and outside consultants during the FOS
deployment at other facilities. At addition, it was obvious that the lack of experienced workers
in small-town facilities would make it difficult to adopt FOS. To increase the FOS initiative's
success, the internal team made sure they were adequately prepared for these difficulties.

6. Creating short term wins

Success serves as a powerful motivator during organisational transformations. Giving the
organisation a taste of success during the early stages of transformation is crucial. The ideal
short-term goals should have a low probability of failure and be determined by the change
leaders. Participants are encouraged to work toward the long-term objective of organisational
change by these little "wins" (Kotter 1996). To encourage them, those who contribute to
 achieving these goals should get rewards.
Fortis recognised those who contributed in any way, no matter how tiny, to the advancement
of change and celebrated fast victories. For instance, certain departments received gifts like
cake, movie tickets, pats on the back, or letters of appreciation. Patients delivered letters of
gratitude to the personnel. Additionally, the The organisation launched a FOS newsletter that
acknowledged individual contributions to the project. The personnel were thrilled about this
move . A tour to Mohali was organised for the personnel and doctors from different Fortis
facilities so they could get to know one another and learn about the advantages of FOS. As a
result, the tour significantly increased support for the transformation programme.

7. Consolidating the Change

While it is good to acknowledge small victories and participants' contributions, this should not
mark the completion of efforts to achieve the main objective. After the initial project is
successfully launched, attempts should be made to launch further projects or the same
project in various facilities. By analysing individual success stories and building on their
experiences, the change leaders should make sure that continual improvements are made.
Clinical procedures were enhanced after the FOS initiative's initial implementation in Mohali.
For instance, due to enhanced procedures, inpatient stays were decreased from the
customary four and a half days to three and a half days.
While the number of patients waiting for appointments decreased from 35 to 15 percent and
early discharges jumped from 4 to 71%, the average time for billing was dropped from 13 to
7 minutes. Because of this achievement, the organisation expanded on the change project by
re-engineering, re-prioritizing, and re-allocating a number of internal processes to ensure
continued success.

8. Anchoring the change initiative in Organizational Culture

By including the change's principles and ideals during training or the employment of new
workers, the change should be absorbed into the organisational culture in this step.
Additionally, the institutional change should be supported by both new and current company
executives, according to change management (Tang 2019). After the initial initiative in Mohali
was implemented successfully, Daljit and other leaders came up with a plan to integrate that
implementation into the company culture. The McKinsey consultant can play a less part in the
future implementation. Therefore, it was necessary to advise the leaders to continue
supporting the project. The core staff was expanded with new hires from several subsidiaries.
They received training to enhance their capacities for future leadership roles.

Submitted by Group 2:
 Aaryan Raj 2021002
 Alka Rajpal 2021007
 Ketan Agarwal 2021022
 Satyam Poddar 2021046
 Jatin Tripathi 2021084