Running head kotter’s model 1 kotter’s model 6

1. Running head: KOTTER’S MODEL 1
KOTTER’S MODEL 6
Kotter’s Model (case study of Ericsson Company)
Shawn Cyr
LDR 535
15 February 2021
Dr. Gwen
Kotter’s Model in Ericsson Company
This report focusses on Ericsson, one of the leading providers
of “Information and Communication Technology (ICT)”. The
fact that the world is changing fast enforces the business to
keep abreast of relevant updates, and then integrate what make
the business sustainable from marketing perspective.
Sense of urgency
According to Kotter (2012), an organization which is ready
for a change must have low level of complacency and ensure
there is sense of urgency in making the changes. Organizational
change in IT industry is characterized by uncertainty. There are

2. many awareness activities which have serious consequences in
case transformation is not considered. This is what according to
Kotter trigger sense of urgency. In Ericson, there is high
professional and knowledge levels of the business and that
makes it easier to make workers understand the need of quick
changes. Second, Kotter discussed the mistakes of failing to
monitor behavior and performance of project members. In
Ericson, managers and supervisors closely monitor and support
workers in their tasks to ensure they are alert of the
uncertainties. Underestimations reflect low level of urgency.
Guiding coalition
According to Kotter, change is likely to take place if it is
steered by powerful guiding coalition which include team of
experts with skills and experience, shareholders representatives,
and other powerful titles. In Ericson, projects are given
attention based on their size, novelty, strategic impact, and
relevance (Shurrab, 2013). This is a rational ground to start any
negotiation for change. For example, the migration to 4G was a
top project because of its impact to the company services. The
guiding coalition was empowered to lead the shift to 4G though
it started on a weak spot before it diffused using power of
rationality.
Vision
Having vision to change an organization is affected by
understanding and promotion of different mindsets. This is
important step in guiding the project effort to the right
direction. In this company, the vision of Ericson is the basis of
change vision. Each individual project contributes to the
company vision as demonstrated in the 4G project. The
company emphasizes on customer satisfaction and that vision
served as the guide in 4G project. The company vision is easy to
understand and memorize. This helps the managers in decision
making and improvising.
Communicating the vision
Vision should be communicated clearly. Kotter (2012)
argued that there are three ways for better communicating the

3. vision. These include the use of methods to promote and share
the vision, setting an example of the desired behavior, and
giving examples for how to achieve the company vision by
setting different strategies. In Ericsson, all forums and
occasions are used to remind workers about the company vision,
management from the various levels are occasionally invited to
attend monthly meetings and this impart enthusiasm to the
project. The communication of vision gives the employees sense
of direction and create room for consultation. Manager of
Ericsson clarify the business strategies to follow to achieve the
target. Team members with supervisory role encourage the
individuals by giving them strategies of working out projects in
a fine way. Through the communication, the project of 4G was
welcomed by majority as many of the workers were believers of
the company actions and words.
Empowering others
Workers should be empowered to achieve the set vision.
When Ericson company managers realized that people lacked
skills, training course were created. The training courses in the
company are intensive and the employees attending them are
expected to successfully pass them. During the migration to 4G,
the company trained workers to avoid a lack of required skills.
It is not easy to track the progress of the smaller groups. The
company did structural changes and challenges of management
was solved by creating larger groups with manager’s in-charge.
The responsibility of managers in Ericsson Company is to
provide support and help to the actors in the project. The
managers also empower workers and help them when they get
overwhelmed.
Plan and create short-term wins.
Short-term wins were presented at the meeting during the
implementation of 4G internet. The company held frequent
meetings to discuss the progress. It is important to introduce
short-term wins as they reduce feeling of monotony and cut the
routine which has negative effect on production. It is argued

4. that active players become more active when they have short-
term goals and wins. The company celebrate short-term wins
and these celebrations are symbolic. Short-term goals and wins
are helpful for change, except when such kind of celebration
create a sense of impression that the job is done. When workers
dwell on the short-term wins, they develop complacency and it
cause transformation failure.
Consolidate improvements.
During the transformation, company should not wait for
changes to sink and become culture. The line managers ensure
continuity of change and should be present among the people. In
Ericson, activities such as frequent meeting and intensive
training keep the workers awake. The company has pressure to
keep the change which is critical in consolidating
improvements. Consolidating improvement keep workers who
doubt the process away. There are actors who recognize the
opportunity for change and when chance come, they make use of
it. It is convincing that during the implementation of the 4G
technology, the seventh stage was satisfied.
Institutionalize the changes
This stage according to Kotter model encompasses
showing the followers what has been done in order to
institutionalize changes and practices. (Kotter's, 2018) When
the process of achieving change is ignored, there is danger of
losing the culture of the company. Ericson pays attention to
customers’ needs and satisfaction. According to Kotter, this
helps anchor new approach of working in an organization. The
customer’s satisfaction is rooted in the shared values and social
norms into Ericson Company.
Conclusion
Ericsson Company adopted Kotter Model when it
integrated the 4G. The company found the model beneficial
through the period of change. The company used factual
information to drive urgency, engaged opinion makers, and
communicated the vision clearly. The company learned that

5. clear vision empowers workers to make right decisions. The
case study about Ericsson show that Kotter’s model is critical
for leader to set plan and timeframe in strategy implementation.
Currently, Ericsson operates at the forefront of 5G hardware
development and participate in research programs with mobile
operators.
References
Kotter, J. (2012). Leading change. Boston, Mass: Harvard
Business School Press.
Kotter's. (2018). THE 8-STEP PROCESS FOR LEADING
CHANGE. Retrieved from https://www.kotterinc.com/8-steps-
process-for-leading-change/
Shurrab, H. (2013). The Eight-Step Change Model in Practice:
A Case Study on Ericsson. Change and Knowledge Management
. doi:10.13140/2.1.2139.7762