Kotter's New 8 Accelerators for Strategic Change

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KOTTER'S ORIGINAL 8-STEP METHOD John Kotter published his “Leading Change” article in the 1995 issue of HBR. He introduces a framework with which at the time resonated with many readers:

1. Establish a sense of urgency.
2. Create a coalition.
3. Develop a clear vision.
4. Share the vision.
5. Empower people to clear obstacles.
6. Secure short-term wins.
7. Consolidate and keep moving.
8. Anchor the change.

In 1996 he released a book version. In the book preface he states, “Unlike the article, the book has dozens and dozens of examples of what seems to work and what doesn’t. In this sense, it is more hands-on and practical." Kotter’s original eight-step process (1996) is very much top-down and places heavy emphasis on getting the early steps right. Change is seen as linear rather than cyclical, which implies that an idealistic end state can be reached rather than iterated towards. A CHANGED WORLD Sinc (...) Read more? Sign up for free

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		Changes at Tendency Level srinivas, Lecturer, India, Member
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		Change Phases Approach Depends a Lot on Created Sense of Urgency Joy S. Pillejera, Manager, Philippines, Member
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		Strategic Change at the Organizational Level Gary Wong, Consultant, Canada, Member
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		Crossing the Chasm (Geoffrey Moore) Gary Wong, Consultant, Canada, Member
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		Exploring Further Into the Personal Being srinivas, Lecturer, India, Member
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		Personal Beings in a Complex Adaptive System Gary Wong, Consultant, Canada, Member
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		Working on Tendencies srinivas, Lecturer, India, Member
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		Vision and Focus Gregory Johnson, Coach, United States, Premium Member
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		Strategic Change - 8 Accelerators Akuru Gabriel, Entrepreneur, Nigeria, Member
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		Vision, Opportunity and Obstacles as Motivators of Organizational Change Tamas Schauermann, Career Consultant, Hungary, Member
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		Careful with #6. Quick Wins Towlson, CEO, South Africa, Member
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		Careful with Quick Wins in Organizational Change Efforts Jaap de Jonge, Editor, Netherlands
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		Credibility of Kotter's New 8 Accelerators for Strategic Change Graham Williams, Management Consultant, South Africa, Premium Member
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		Models are Partial Representations of the Real World Gary Wong, Consultant, Canada, Member
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		Kotter's New 8 Accelerators for Strategic Change are Important Sihol Situngkir, Member
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		Transparency in the Change Process Bjarni S. Jonsson, Business Consultant, Iceland, Premium Member
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		Transparency in the Change Process Jaap de Jonge, Editor, Netherlands
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		No Model can Represent the Real World in all Instances Graham Williams, Management Consultant, South Africa, Premium Member
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		All Models are Wrong Gary Wong, Consultant, Canada, Member
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		This Approach Used to Work Well, But I don't Know How it Can Cope with the 'modern World Ivan Kohlinsky, Management Consultant, United Kingdom, Member
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		Handling Negative Destructive Forces Gary Wong, Consultant, Canada, Member
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		Kotter Any Real Change from Steps to Accelerators? Maurice Hogarth, Consultant, United Kingdom, Premium Member
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		Use Accelerators for Speed, Agility and Innovation, Not for Stable Conditions Gary Wong, Consultant, Canada, Member
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		Change 4 Change???? Gregory Johnson, Coach, United States, Premium Member
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		Accelerators to Be Concurrent with Current Activities, no Kidding Maurice Hogarth, Consultant, United Kingdom, Premium Member
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		How Kotter's New Accelerators Should Be Run Concurrently and Continuously Jaap de Jonge, Editor, Netherlands
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