Applying the Kotter eight-step model indiscriminately to project-level initiatives and operational change leads to challenges.
Generating a ‘sense of urgency’ for mid-level changes creates unnecessary competition for share of mind.
In a typical large organisation undergoing transformation, there are likely to be dozens of project-level initiatives and concurrent operational change.
There is a paradox. Urgency at an organisational, strategic level provides momentum for the projects and initiatives that are necessary at the deeper levels of the structure. However, at an operational level, the sense of urgency translates into confusion and an inability to absorb the change impacts.
The underlying need for change at the project or operational level needs to be rolled up to the overall strategic imperative. Creating urgency around the detail of the change creates noise. This manifests itself as an increased request for project branding, change-specific communication channels.
- Ensure that the narrative of urgency remains at the enterprise level
- ‘Bundle’ change impacts across programs
- Implement at an operational or individual level as rapidly as possible based on the capacity for change
Institute change by designing for action
Consider the broader world beyond organisational life. As citizens and consumers, we conduct all kinds of complex behaviours and transactions ‘online’. The online environment changes constantly. Yet there is no change management plan for ‘the internet.’ Methodologies such at UX and User-Centered Design ensure that (successful) apps or sites or technologies are intuitive and based on making action easy to complete.
These disciplines do not apply only to online and technological change. The ability to design the ‘pointy end’ of change within organisations in a way that enables action at the right time without requiring substantial training or commitment becomes an opportunity for making continual concurrent change something that is easy to digest.
As Bill Quirke writes in Making the Connections, “Organisations are short changing themselves by not seeing communication through to the end – converting awareness into action. The real value of internal communication is to help business ends by enabling employees to turn strategy into action” (Quirke, 2008).
This is an excerpt from my chapter Kotter in context: is the classic change model damaging your mid-size change? in A Communicator’s Guide to Successful Change Management, edited by Craig Pearce.