Professional Documents
Culture Documents
by John Kotter
John Kotter is a Professor at the Harvard Business School, specializing in management and leadership. He
has a long string of books to his credit, including the phenomenally successful The New Rules: How to
Succeed in Today's Post-Corporate World (1995). In Leading Change, he presents a tried-and-true approach
that organizations can follow to induce positive change within their ranks.
Before presenting his recipe for inducing proactive and positive change within an organization, Kotter
analyses how and why major change efforts often fail. He identifies eight common errors:
Accordingly, Kotter has articulated an eight-stage process for creating major positive change within an
organization. (Note that each of the eight steps addresses one of the 'eight common errors' referred to
above.) The eight steps are:
1. Establishing a sense of urgency. Kotter outlines several sources of complacency that might exist
within an organization that works against the creation of a sense of urgency regarding the need for change.
These include:
He discussed various ways of raising the perception of urgency, to prepare a more receptive environment
for the change effort. Such methods include the following:
2. Creating the guiding coalition. This second step is also key and involves the establishment of a team
of senior individuals to lead the transformation within the organization. Kotter differentiates between
leadership (i.e. the vision to see where the company should be going, and the charisma to inspire others to
follow him or her) and management (i.e. skills in the administrative procedures to make positive change
happen), and points out that the team guiding the change effort needs to have skills in both areas in place.
ensure that enough key players are on board so that those left out cannot easily
block progress
ensure that the range of expertise that is required to make informed decisions is
represented in the group
credibility ensure that the guiding group has the credibility and respect of others in
the firm
3. Developing a vision and strategy. "Vision refers to a picture of the future with some implicit or
explicit commentary on why people should strive to change that future. In a change process, a good vision
serves three important purposes. First, by clarifying the general direction for change, by saying the
corporate equivalent of "we need to be south of here in a few years instead of where we are today", it
simplifies hundreds or thousands of more detailed decisions. Second, it motivates people to take action in
the right direction, even if the initial steps are personally painful. Third, it helps coordinate the actions of
different people, even thousands and thousands of individuals, in a remarkably fast and efficient way."
Vision is just one element in a strategic plan. It is supported by strategies, plans, and budgets, which are all
interlinked. Kotter puts it all together in a remarkably useful diagram that links these elements, plus
suggests the appropriate roles for 'leadership' and 'management' in the process:
4. Communicating the change vision. The fourth step is to communicate the change vision throughout
the organization. Here, Kotter provides several guidelines:
5. Empowering broad-based action. In most if not all cases, a vision will entail something to do with
enhanced or superior customer service. The ones who typically deliver this are the 'front-line troops': the
sales and service personnel who come into direct contact with the customer of the business. They must be
freed from any restrictions that would not allow them to respond to customer requirements. Accordingly,
once a vision and strategy are in place and have been communicated to employees, the next step is to
empower those employees to act in a way that will achieve these desired ends. Kotter identifies several
areas that need attention in this regard:
6. Generating short-term wins. Kotter next stresses the importance of having what he calls 'short-term
wins', that is, visible signs of success that occur within the first year of a change effort (at the latest). These
have several advantages: they provide solid evidence that any sacrifices are indeed worth it; they provide
an opportunity to publicly reward those behind the changes with a pat on the back; they help to build
momentum and convert skeptics into believers; they help to fine-tune the vision and strategies; and they
keep the bosses on board. A key strategic challenge, then, at this point in the implementation of the
change effort, is to identify and celebrate these early successes.
7. Consolidating wins and producing more change . At stage 7, the change effort has proven itself. A
new vision and strategies have been developed, some successes have been celebrated, and the corporate
culture is starting to change. Now is a critical time to ensure that the guiding coalition does not sit back and
rest on its laurels. It is critical at this stage to ensure that the momentum of positive change continues.
8. Anchoring new approaches in the culture. The final stage is reached when the changes get firmly
anchored into the overall culture of the organization. He makes the point that these types of
transformations occur only at the end rather than at the beginning of a change process. They are very
dependent upon proven results, which demonstrate tangibly and vividly that the 'changed culture' is better
than the 'old culture'. Often, there will be some staff turnover, as inevitably some people will not embrace
the changes.
Kotter ends the book by comparing the typical twentieth-century organization with the emerging twenty-
first-century type of organization. Because of major changes in customer expectations, technology,
supplier relationships, domestic and global competition, and a host of other factors, business organizations
will look very different in the next century than they did in the last one. The chart below outlines some of
the key dimensions that he foresees in this regard.
Leading Change is an excellent workbook for those who are managing a change or transformation in their
organizations. The eight-step program is intuitively sensible as well as proven, and the book articulates the
rationale and the process very well.