This document outlines John Kotter's 8-step process for leading organizational change and how it informs the methodology of a change management consulting firm. It introduces John Kotter as an expert in change management and describes the 8 steps as: 1) create a sense of urgency, 2) form a powerful coalition, 3) create a vision, 4) communicate the vision, 5) empower action, 6) generate short-term wins, 7) sustain acceleration, and 8) institute change in the culture. It then outlines the consulting firm's methodology which is based on Kotter's model and focuses on assessment, vision/strategy development, communication, empowering change agents, generating wins, and sustaining/institutionalizing change.

2. THE
TEAM

3. John Kotter
• He graduated from Massachusetts Institute of
Technology with a BSc in Electrical Engineering in
1968.
• In 1970 he obtained his Master of Science in
Management
• In 1972 he completed his Doctor of Business
Administration at Harvard and started at Harvard as
Associate Professor in Organisational Behaviour
• 1996 he developed the 8 step process for leading
change. His international bestseller Leading
Change (1996), "is considered by many to be the
seminal work in the field of change management."
• 2010 he formed Kotter International
• In 2012, he published his findings after studying the
application of his 8 Step Process in a range of
organisations in the Harvard Business Review, which
is now available in book form, called “Accelerate!”

4. Their home is not safe.
What about yours?
Retold of the story by
Chulatep Senivongse

7. This is Fred

8. Oh boy…I have to
do something!

9. Alice, I
believe that
our Iceberg
is Melting!
Why do you
think that?

11. I will prepare a
presentation to
show them.
This is not good. I
must talk to all the
leaders.

13. Louis was the
head of the
council and the
most respected
of them all.
NoNo was one
of the council
members who
was responsible
for the weather
forecast. He was
accustomed to
being blamed for
being wrong in
his forecast.
Alice was a
practical,
aggressive
bird, and
made things
happen.
Buddy was the
handsome one;
not the slightest
bit ambitious,
but everyone
loved him.

14. Can you guarantee
that his data and
conclusions are
100% correct?
Imagine parents
who lost their
children asking
“How could this
happened?” “What
were you doing?”
“Why didn't you
foresee the crisis?”
If Fred is right, we
have only two
months till winter!
I can’t. But if our
iceberg breaks into
millions of pieces in
winter, how many of
us might die?

15. Worrying the
other penguins
will be VERY
bad. PANIC!
We don’t want
anyone to
panic!
We MUST
keep this as a
secret!

17. Something
has to be
done.
Our iceberg
is melting?
Oh
Boy…Oh
Boy…
What will
happen to
me?
Stop
complaining
and start to
THINK!
Step 1 : Create a Sense of

18. Step 2 : Pull Together the

19. Let’s drill the frozen
ice and release the
water just like they
did it to an oil well.
With all our 268
birds helping hand-
in-hand, it would
take 5.2 years to do
that

20. Let’s move to the
center of Antarctica
where ice is thicker
and stronger
We will be too far
from the water.
How will we get
fish?

21. What about using a
superglue to hold
the iceberg?
That’s very funny.

22. Look up there! The bird.
It can’t fly forever. It
must have a home some
where.
It could be very lost, but
it does not seem to be
afraid. What if moving
from one place to
another was just the way
it lives?
You say it’s a
nomad?
We wouldn't try to fix melting
icebergs. We would just face up
the fact that what sustains us
cannot go on forever.
Yes. Moving
around.

23. We will
move and
move We will
not stick
to our ice.
Step 3: Develop Change Vision and
Strategy

24. Step 4: Communicating for Understanding
and Buy-in

25. A scout team should go and
look for another iceberg.
Take your men and find such
place.
Yes Sir.
Step 5: Empowering Action

27. Step6:GeneratingShortTerm
Wins

29. Step 7: Don’t Let Up, Press Harder
and Faster

31. Step 8: Create a new
Culture

33. METHODOLOG
Y
Based on the work of John Kotter LEADING
CHANGE
We believe that LASTING and MEANINGFUL
organisational change WILL NOT occur after
a couple of classroom based interventions.
Organisations require well-thought out and
planned change strategies in order to
achieve their objectives. For this reason we
base all of our interventions on leading
organisational change methodology.

34. SUSTAIN
CHANGE
CREATE CHANGE ENABLE & ENTRENCH CHANGE
ASSESS
CURREN
T
REALITY
CREAT
E
VISION
DEVEL
OP
CHANG
E
STRATE
GY
BUILD
ON
CHANGE
& MAKE
IT STICK
IDENTIF
Y
CHANGE
COALITI
ON
COMMUNICA
TE
SUPPO
RT
THE
CHANG
E
BODY
OF
QUICK
WINS
Organisation
al Culture
Survey
PESTEL
Analysis
Key
Indicator
Review
Create
Culture
Deck
Create
Behavioural
Dictionary
Develop
Vision
Speech
Identify
Initiatives
Communicati
on Plan
Conversation
Cafés
Management
Coalition:
Action
Learning &
Coaching
Change
Agents
Frequent &
Powerful
Communication
Activations
Recruitment &
Induction
Performance
Management
Recognition &
Reward
encentivize
Employee
Innovations
Remove Barriers
Measurement
Culture of
Feedback
Measurement
Analysis
Management
Action Coaching