This document outlines an assignment for a team to develop a presentation using Kotter's 8-step change management model to help a company called Harrisburg Textile transform into a more agile and lean organization. The document provides background information on Harrisburg Textile, including details on its history, current issues it faces, and the rationale for choosing Kotter's model over other change frameworks. It also includes templates for the team to fill in for each step of Kotter's model in their presentation, describing the key elements, how it would be implemented at Harrisburg Textile, and why it is important.

1. Sheet1PMGT 576 Assignment Rubric – Unit 7
Assignment20Are all of the 8 steps presented? Do the key
elements of each step demonstrate a clear understanding of the
concept? 25Is the importance of the step provided in a clear and
concise manner? Is the approach to implementing each step
reasonable and logical?20Do the strategies presented regarding
staying on track, diagnosing the gaps, and managing resistance
make sense and offer a good chance for success if implemented
properly? 20The text is grammatically correct and there are no
spelling or punctuation errors. 15Total100
Harrisburg TEXTILE CO.
(Kotter’s 8 stages Approach)
A Case Study Assignment
1

2. 1
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
In this assignment your team is the change management division
at Harrisburg Textile.
Your leadership team has decided to use Kotter’s 8 step model
to implement change and to transform the Harrisburg Textile
into an Agile Lean organization.
Your team has been tasked with developing a plan to implement
Kotter’s 8 step model and to provide the plan in a PowerPoint
presentation to the company’s senior leaders within one week.
Using the information about the company and your knowledge
of change management in general, and Kotter’s 8 step model in
particular, your team is to design this presentation following the
template provided. This presentation should be 8 to 12 slides in
length with sufficient detail provided to allow for easy
understanding by the senior leaders (i.e. your instructors!)
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
Company Information: Harrisburg Textile is a family owned
company in the fashion and textile industry. Harrisburg Textile
manufactures its own designs, operates two small retail stores,
offers wholesale products and does some exporting. The
company has 50 employees and in its main manufacturing

3. facility operates 39 pieces of machinery.
Short History:
Harrisburg Textile decided to increase the manufacture of
certain products it previously outsourced and decided to add to
the products they were buying from upscale fashion wholesale
companies. This led to increased demands, and the company
recognized it had to take steps to remain competitive not only
through increasing capacity but through a complete
organizational transformation. This rapid growth drove the
company’s first step that being to change its business identity
from LLC to corporation and Harrisburg Textile’s
transformation journey started.
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
The company is faced with a number of issues affecting this
transformation. These include:
Globalization, economic crisis and pressures: There is a need to
grow, and to adopt new market requirements due to the global
environment. Harrisburg Textile recognizes that must expand
our borders in marketing, modernize systems and technologies,
maintain a competitive advantage over other competitors,
institutionalize and globalize the company and gain nationwide
reputation.
Eradicate Performance Gaps: Due to their newly set goals and
objectives,
they reorganized they had to develop a new organizational

4. structure, hire new talent, implement new performance system
and methods to increase capacity. They recognized the need to
close the gaps, expand their product lines, and train employees
Leaders and managers continually make efforts to accomplish
successful and significant change it's inherent in their jobs.
Some are very good at this effort (, while others continually
struggle and fail. That's often the difference between people
who thrive in their roles and those that get shuttled around from
job to job, ultimately settling into a role where they're
frustrated and ineffective.
4
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
Necessity of upgrading to a new technology : Harrisburg
Textile recognized there is new

5. specialty machines that save time and money, increase capacity
and accordingly performance. They theorized that the more
advanced technology, the more capacity, and the higher their
performance.
Results of SWOT Analysis : Harrisburg Textile conducted a
SWOT Analysis to identify strengths, weaknesses, opportunities
and treats They identified opportunities in the market place that
the organization needed to pursue in order to increase its
competitiveness. They also identified several strengths to
improve upon and identified weakness they decided to try to
eliminate to stay competitive.
Reaction to Internal & External Pressure: They also identified
internal pressures primarily keeping good skilled employees and
external pressures which emanated from customers,
competition, changing government regulations, and shareholders
Leaders and managers continually make efforts to accomplish
successful and significant change it's inherent in their jobs.

6. Some are very good at this effort (, while others continually
struggle and fail. That's often the difference between people
who thrive in their roles and those that get shuttled around from
job to job, ultimately settling into a role where they're
frustrated and ineffective.
5
ORGANIZATIONAL CHANGE PROCESS
Harrisburg Textile Co.
Phase1: Preparing change
*Defining Strategy, clarifying expectations and roles
*Measuring Harrisburg Textile’s readiness for change
Phase2: Implementing Change
*Developing change implementation plan by using Kotter’s
model
Phase 3: Sustaining Change through Kotter’s 8 Steps
Harrisburg Textile Decided on the following Implementation
Phases
Whatever model you choose to use when guiding organizational
change, that model should
include the priorities and areas of emphasis described in the
phases of change.
6
ORGANIZATIONAL CHANGE PROCESS

7. HARRIBURG TEXTILE CO.
The question before Harrisburg Textile leadership was which
change model to use?
Lewin’s Change Management
Mc. Kinsey’s 7S Model
Bridge’s Transition Model
Roger’s Technology Adoption Curve
Kubler-Ross Five Stage Model
Prosci’s ADKAR Model
Kotter’s Eight Steps Model
After examining the benefits and limitations of various models,
they decided to go with KOTTER’s Eight Step Change
Management Model
YES
John Kotter
There are numerous well-organized approaches (or models)
from which to manage a change effort.
7
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
1. Establishing A Sense of Urgency
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?

8. Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
8
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
2. Creating the Guiding Coalition
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many

9. people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
9
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
3.Developing a vision and strategy
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.

10. 10
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
4.Communicating the Change Vision
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
11
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
5. Empowering Employees for broad-based action
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?

11. Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
12
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
6. Generating Short Term Wins
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many

12. people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
13
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
7. Consolidating gains and producing more change
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.

13. 14
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
8.Anchoring new approaches into the culture
Explain the key elements of this step
Describe how you would implement this step at Harrisburg
Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
15
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
Describe how you will….
Stay On Track
Manage Resistance
Diagnose Gaps

14. 1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
16
ORGANIZATIONAL CHANGE PROCESS
HARRISBURG TEXTILE CO.
Team:
Team Members and their roles and responsibilities:
References:
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation,
initiative, and a willingness to make sacrifices from many
people.
Identify potential threats , and develop scenarios showing
what could happen in the future.

15. Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing
reasons to get people talking and thinking.
Request support from customers, outside stakeholders and
industry people to strengthen your argument.
17