Kotter's New 8 Accelerators for Strategic Change


 
Change Phases > Best Practices > Kotter's New 8 Accelerators for Strategic Change

Kotter's New 8 Accelerators for Strategic Change
Gary Wong, Consultant, Canada, Premium Member
KOTTER'S ORIGINAL 8-STEP METHOD
John Kotter published his “Leading Change” article in the 1995 issue of HBR. He introduces a framework with 8 Change Phases 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 ideali...Sign up
 

 
Changes at Tendency Level
srinivas, Lecturer, India, Member
Tendencies are more powerful than the individual or collective will. It is even more powerful than the nature of environment created. Does change at t...Sign up
 

 
Change Phases Approach Depends a Lot on Created Sense of Urgency
Joy S. Pillejera, Manager, Philippines, Member
A lot depends on the leader's “created” sense of urgency.
What if the opportunity seen is not correct?...Sign up
 

 
Strategic Change at the Organizational Level
Gary Wong, Consultant, Canada, Premium Member
@Srinivas: The Sign up
 

 
Crossing the Chasm (Geoffrey Moore)
Gary Wong, Consultant, Canada, Premium Member
@Joy S. Pillejera: In Geoffrey Moore’s book Cros...Sign up
 

 
Exploring Further Into the Personal Being
srinivas, Lecturer, India, Member
@Wong: You would agree we behave in a particular way, despite our likes and dislikes. However if we take an integrated approach and work on the tenden...Sign up
 

 
Personal Beings in a Complex Adaptive System
Gary Wong, Consultant, Canada, Premium Member
@Srinivas: I agree that we have a tendency to behave a certain way based on past experiences. That is, “this has wor...Sign up
 

 
Working on Tendencies
srinivas, Lecturer, India, Member
@Gary Wong: It seems recent research corroborates the findings that 95% OF OUR BEHAVIOR IS SUBCONSCIOUS DRIVEN. It how we are wired in the being… Howe...Sign up
 

 
Vision and Focus
Gregory Johnson, Coach, United States, Premium Member
Having been a John Kotter follower for many years, these updated 8 Accelerators in addition to the great and historical work regarding organizational ...Sign up
 

 
Strategic Change - 8 Accelerators
Akuru Gabriel, Entrepreneur, Nigeria, Member
Thanks for sharing the article on 8 accelerators for strategic change. It is so insightful and apt for the dynamics of today's business and management...Sign up
 

 
Vision, Opportunity and Obstacles as Motivators of Organizational Change
Tamas Schauermann, Career Consultant, Hungary, Member
It was interesting to observe, that in the original version opportunity didn't play any role, and the 5th point only contained the “obstacle” element....Sign up
 

 
Careful with #6. Quick Wins
Towlson, Manager, Zambia, Member
Be careful with number 6… Quick wins can sometimes have unintended consequences. Quick wins normally involve addressing and cashing in on quick...Sign up
 

 
Careful with Quick Wins in Organizational Change Efforts
Jaap de Jonge, Editor, Netherlands
@Towlson: I agree, quick wins are powerful motivational mechanisms, but they are double-edged swords that can...Sign up
 

 
Credibility of Kotter's New 8 Accelerators for Strategic Change
Graham Williams, Management Consultant, South Africa, Premium Member
Perhaps fiddling with/ "updating" a model or paradigm to try and maintain its credibility in new circumstances is an example of not changing... And th...Sign up
 

 
Models are Partial Representations of the Real World
Gary Wong, Consultant, Canada, Premium Member
@Graham Williams: Models are designed to represent the real world. Kotter realized how the world has become more tu...Sign up
 

 
Kotter's New 8 Accelerators for Strategic Change are Important
Sihol Situngkir, Member
It is a critical time to elaborate on organizational change efforts in more detail, considering the substance of (external) changes today relat...Sign up
 

 
Transparency in the Change Process
Bjarni S. Jonsson, Business Consultant, Iceland, Member
I agree with @Jaap de Jonge on quick wins. I think transparency is also very important. Making the progress of chan...Sign up
 

 
Transparency in the Change Process
Jaap de Jonge, Editor, Netherlands
@Bjarni S. Jonsson: that's a very good point you are making… It also fits in our current informed world. Transparant...Sign up
 

 
No Model can Represent the Real World in all Instances
Graham Williams, Management Consultant, South Africa, Premium Member
@Gary Wong: Someone once said that models are like lamp posts - a drunk may use them for support, but they ar...Sign up
 

 
All Models are Wrong
Gary Wong, Consultant, Canada, Premium Member
@Graham Williams: I like eminent statistician George Box’s quote: "All models are wrong but some are useful"....Sign up
 

 
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
I am familiar with this approach as it used to be the (undeclared) approach of management consultants in the 70s - 00s, recognising the behavioural sc...Sign up
 

 
Handling Negative Destructive Forces
Gary Wong, Consultant, Canada, Premium Member
@Ivan Kohlinsky: I believe a modern day practitioner needs to understand how complexity adaptive systems (CAS) work...Sign up
 

 
Kotter Any Real Change from Steps to Accelerators?
Maurice Hogarth, Consultant, United Kingdom, Premium Member
No model provides one right answer (for there is no such thing in management); most managerial-management situations need some variation of or mixing ...Sign up
 

 
Use Accelerators for Speed, Agility and Innovation, Not for Stable Conditions
Gary Wong, Consultant, Canada, Premium Member
@Maurice Hogarth: My understanding of "Run the steps concurrently” means at the same time you have a workforce keep...Sign up
 

 
Change 4 Change????
Gregory Johnson, Coach, United States, Premium Member
I am a Kotter fan for a long time and find the new 8 Step resource beneficial to accelerate a project of task to an outcome. From my perspective it is...Sign up
 

 
Accelerators to Be Concurrent with Current Activities, no Kidding
Maurice Hogarth, Consultant, United Kingdom, Premium Member
@Gary, I understand and accept the dual speeds aspect and am not criticising the model.
Grammatically ‘…run th...Sign up
 

 
How Kotter's New Accelerators Should Be Run Concurrently and Continuously
Jaap de Jonge, Editor, Netherlands
@Gary and Maurice. In my opinion:
  • Kotter's original 8 "steps" are supposed to be run in a rigid, finite, and sequential way (first st...Sign up
 

   
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