Application of Lewin, Kotter, and McKinsey Models at Petrobras

This report analyzes the application of three change management models—Lewin's, Kotter's, and McKinsey's—to the context of Petrobras, a major energy company. The analysis begins with Lewin's three-step model (Unfreeze, Change, Refreeze), outlining how Petrobras can adapt to a shift towards renewable energy by communicating the need for change, implementing the changes, and integrating the new vision. The report then examines Kotter's eight-step model, detailing how Petrobras can create urgency, build a coalition, communicate a vision, remove obstacles, generate short-term wins, and anchor the changes within the organizational structure. Finally, the report explores the McKinsey 7-S Framework, emphasizing how hard elements like strategy, structure, and systems, along with soft elements like shared values, skills, and staff, can be aligned to improve organizational performance. The report concludes with a discussion on the role of a change agent within Petrobras in facilitating the transition to renewable energy sources, emphasizing the importance of communication and collaboration across different levels of the organization.

Task 3
Lewin’s Model Kotler’s Model McKinsey’s Model
Lewin’s Model is based on the
three-step change process. The
model states the need to
implement three different steps in
the business operations that will
be able to address the different
kinds of the changes in relation to
the organization. The changes are
namely;
1. Unfreezing
2. Change phase
3. Freezing of refreezing
These 3 different steps
are important for the
management of Petrobras
as they can follow these
steps to usher in an
effective change that can
be helpful for the
organization.
a. Unfreeze- The
managers and
supervisors of
Petrobras will have
to be transparent to
the staff on the need
for change of focus
towards renewable
Kotter’s 8-step model can help the
organization to bring in the much-
needed changes for the success of
the organization. The 8 step model
are as follows;
a. Create urgency- The
following process helps
the managers of
Petrobras to create a
compelling force for
change to the vision for
new and renewable
energy.
b. Powerful coalition-
Petrobras management
has to create a powerful
team in order to address
the changes to a new
transition.
c. Vision for change- The
vision for transition into
the new sources of
energy must be clear to
the employees and
management of Petrobras
d. Communicate the
vision- The proper
communication of the
The seven internal aspects of the
company along with the alignment
of the strategies can ensure the
implementation of the change
management process in the
organization. The framework can
be used in a variety of manner to
align the different business
perspectives. The McKinsey
Framework can help to improve
the performance levels of the
organization. The performance
levels of the organization includes
the likes of;
a. Hard Elements in the
form of strategy,
structure and system
while the;
b. B. Soft elements in the
form of shared values,
skills and business staffs.

energy and usher in
a new era in the
company. The
managers will also
explain the plans and
strategies to the
employees in order
to ensure business
success.
b. Change- The change
phase is the second
step in the transition
process. The
management of
Petrobras has to take
the necessary steps
in order to
implement the
change and make the
most of the
organizational
elements. The major
change that needs to
be implemented is
the change of the
vision of the
organization, as the
management of the
business will now
concentrate more on
vision and the analysis of
the vision to the
employees can help
Petrobras to achieve the
goals of the new project.
e. Removal of Obstacles-
The removal of obstacles
is possible only through
the proper
communication. The
presence of a proper
communication in
between the
organizational elements
is thus essential for the
success of the business in
the proper manner.
f. Creation of short-term
wins- The benefits of the
project must be
addressed to the
employees of the
organization in the
liveliest manner. The
presentation of the short-
term benefits can attract
the employees of
Petrobras towards the
long-term benefits.
g. Build on the change-

the renewable
sources of energy.
c. Refreeze- The last
phase will involve
the total adaption of
the organization to
the new vision for
providing a much
better organizational
structure to
Petrobras. The
adaption to the new
strategy can make
the organization
successful and help
it to adopt game
changing strategy to
compete with the
other rivals like
PETRONAS and
Repsol.
The management of the
company to ensure
success must repeat
building on the change-
The steps.
h. Anchoring the change-
The integration of the
changes into the
organizational
procedures is necessary
for the success of the
organization.
As a change agent in Petrobras, it would be my major task to address the different
issues related to the new changes of the organization. The changes will address the new
vision and mission for the company to shift the focus on renewable sources of energy. It will
be my duty to communicate with the juniors and the other supervisors to make way for the
success of the change plan in Petrobras.