1. ESTABLISHING A SENSE OF URGENCY
• Examining the market and competitive realities
• Identifying and discussing crises, potential crises or major opportunities
2. CREATING THE GUIDING COALITION
• Putting together a group with enough power to lead the change
• Getting the group to work together as a team
3. DEVELOPING A VISION AND STRATEGY
• Creating a vision to help direct the change effort
• Developing strategies for achieving that vision
4. COMMUNICATING THE CHANGE VISION
• Using every vehicle possible to constantly communicate the new vision and strategies
• Having the guiding coalition role model the behaviour expected of employees
5. EMPOWERING BROAD-BASED ACTION
• Getting rid of obstacles
• Changing systems or structures that undermine the change vision
• Encouraging risk-taking and non-traditional ideas, activities and actions
6. GENERATING SHORT-TERM WINS
• Planning for visible improvements in performance, or “wins”
• Creating those wins
• Visibly recognizing and rewarding people who made wins possible
7. CONSOLIDATING GAINS AND PRODUCING MORE CHANGE
• Using increased credibility to change all systems, structures and policies that don’t fit together and don’t fit the transformation vision
• Hiring, promoting and developing people who can implement the change vision
• Reinvigorating the process with new projects, themes and change agents
8. INSTITUTIONALIZING NEW APPROACHES IN THE CULTURE
• Creating better performance through customer- and productivity-oriented behavior more and better leadership and more effective management
• Articulating the connections between new behaviours and organizational success
• Developing means to ensure leadership development and succession
Source: Leading change, by J P Kotter, 1996, Boston: Harvard Business School Press