Such has been the influence of the steps described in Leading Change* that the terminology has entered the everyday language of change management professionals. Unfortunately the level of understanding in the wider business community of change management remains luke warm at best, with change and transformation efforts often seen as exercises to reduce headcount rather than an opportunity to realise a brighter future for the organisation.
Kotter's process for Leading Change is broken down into eight steps starting with Establishing a Sense of Urgency ending with Institutionalising New Approaches. These steps should be carried out one following the other, however in the book her discusses the reality of several steps being underway concurrently and the complexities this brings to delivering change. In this regard, the methods supporting programme management such as the Managing Successful Programmes (MSP) framework, recognise this complexity and aim to provide a practical framework in which Kotter's eight steps can be delivered.
For Programme and Project Managers to understand how their work fits within an organisation wide change or transformation effort, it is important to understand each of Kotter's eight steps to Leading Change. Kotter explains the importance of both Leaders and Managers in the change process, and also the importance of getting the two to work together and understand their roles in leading and delivering change.
In this series, we explore each of these steps, the importance of their order and supporting tools to put the information into practise.