Change Management: Kotter's 8-Step Model and McKinsey's 7-S Model

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Introduction
In accordance with the opinion of Doppelt (2017), change management helps the
organizations to incorporate changes in the working procedures. As opined by Kuipers et al.
(2014), change management guides the companies to prepare its employees, support its skilled
professionals, teams so that they can make adjustments with the organizational modifications. In
this particular task, the Kotter’s change management has been discussed in relation to
organizational changes. Additionally, another model of change management known as
McKinsey’s 7-S model is also being considered for this study.
Discussion
In accordance with the opinion of Lewis, Passmore and Cantore (2016), change
management refers to the systematic approach which is used by business organizations for
dealing with transformation of its objectives, procedures or technologies. It has been observed
that the main aim of change management is to incorporate fruitful business strategies for
applying changes, and controlling changes. In addition to this, change management aids
individuals to make adjustments with modifications that have been applied by the companies in
its working procedures. In the opinion of Rajan and Ganesan (2017), change management refers
to the procedures, tools as well as techniques to manage individuals to accept changes in order to
attain the targeted outcomes from its business operations. In this context, it can be stated that
managing modifications is a difficult task. In accordance with the opinion of Hornstein (2015),
modifications should be applied by business organizations in its workflow either from internally
or from externally. As opined by Rosenbaum, More and Steane (2018), the main motive of
change management is to obtain organizational outcomes by involving skilled professionals as

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well as motivating them to work in a new way. If people willingly accept changes in the working
procedures, then it is possible for the respective organizations to attain its desired goals and
objectives.
It has been observed that 8-step change management model has been developed by John
Kotter. It has been observed that these eight stages are creation of urgency, forming a powerful
coalition, creation of vision, and communicate and share the vision. Apart from this, there are
other stages such as empower-broad based action generate short-term wins and consolidate gains
to produce more changes and anchoring changes in the working procedures of the business
organizations (Guérin et al.2015).
It is very essential for the companies to prepare a scheme and undertake action with an
intention to incorporate changes within the organizational work culture. In accordance with the
opinion of Salmanet al. (2017), it is needed for the companies to create a sense of urgency
within the environment of the respective company. In order to implement the changes within the
organization, it is required for the leaders to explain the present condition of the respective
organization. In this context, it can be stated that leaders need to explain to its employees about
the benefits that the changes would bring in the company. If the leader highlights the key issues
in front of others, then it is possible for the leader to create urgency within the organizational
workflow.
It is required for the leaders to convince his people that bringing changes would improve
the workflow of the organization. In order to bring changes in the working processes of the
companies, the leaders need to form a strong as well as powerful coalition team who will
willingly work in a collaborative as well as coordinated manner (Doppelt, 2017). By forming a
strong and powerful team, it is possible for the leaders to achieve the desired goals and

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objectives of the respective organization. In the opinion of (Kuipers et al. 2014), all the team
members should respect each other and they should trust each other. In this context, it can be
stated that mutual trust along with respect helps the team members to achieve the specified
objectives. In this regard, it can be stated that it is essential for the leaders to highlight the weak
areas that are present in the coalition team and the leaders should involve influential individuals
from different cross functional departments.
According to Lewis, Passmore and Cantore (2016), a clear vision should be developed
by the leader itself. In accordance with the opinion of Rajan and Ganesan (2017), creating vision
enables the leader to coordinate all the activities of various individuals with enhanced efficiency
as well as productivity. It has been observed that vision consists of business strategies, schemes
as well as budgets, which is essential for creating a good future for each and every stakeholder of
the companies.
After creating the vision, it is important for the leader to communicate the created
vision to each and every member of the team including the stakeholders. In the opinion of
(Rosenbaum, More and Steane (2018), formal language should be used by the leader while
communicating the vision. In this regard, Hornstein (2015) commented that both-way
communication should be followed by the leader at the time of communicating the vision.
It is seen that at this particular stage, leaders as well as coalition team finds out the
individuals who are reluctant to accept the changes (Guérin et al. 2015). Therefore, it is needed
for the leaders and the coalition team to find out what measures can be undertaken for removing
these obstacles in order to make the modifications happen in the work culture of organizations.