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Kotter gave a change operational framework to business leaders, which entails eight steps. Understandably, change is a critical competition strategy in the modern-day business world. The current paper focuses on the first two steps as postulated by Kotter in the model. Step 1 is creating a sense of urgency. In the first step, the business leader is expected to influence the core stakeholders of a given organization to be both rationally and emotionally committed to a specific change or transformation agenda.
If an organization implements the above first step, difference expected includes massive support for a given change effort by the executors. Importantly, employees and clients always are the ones to execute a change plan. Further, it is the role of shareholders to fund change projects. With full support earned from these key players in the transformation agenda, success is always assured. Moreover, another difference is that the company realizes full ownership of the change. Change is successful when employees own up to it. An example is the Sam Walton led change campaign at Walmart.
The second step in the model of Kotter is the creation of a guiding coalition. In this step, the action is creating a team of like-minded people to lead the change and setting goals for the coalition created. The team helps in further cementing a climate of change commitment and propels the currency of change within the organization.
The difference realized from implementation of the above second step is that the organization change communication effort becomes clear and impactful. Moreover, with a clear change team leading the transformation agenda, impact acceleration is easily realized.
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