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Change Management Success Factor: Why Kotter's Model

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5.2 Analysis of change management success factor
Why Kotter’s Model?
It is not all the models will be perfectly suitable for a particular scenario in the organization. Kotter Accelerate’s 8 Steps 2014, extended version of Leading Change 8 steps 1996. Both the versions are relevant and effective today, but they designed to serve different context and objective. The combination of leading change and accelerate will suit OPTERRA in this situation being this model is a step by step model which is easy to follow. Moreover, it doesn’t focus on the change itself, but rather than acceptance and preparedness for the change which makes the change easier to transition into the organizational culture. It acts as an Organizational development tool by providing …show more content…

This is the reason for selecting Kotter’s Model to compare with OPTERRA. Moreover, OPTERRA is not utilizing any specific model for its change management. This suggestion will help OPTERRA to concentrate more on their change management instead of not only concentrate on technology part.

Advantage
• This model is easy and can follow the step-by-step process.
• The emphasis is on preparing and accepting change, not the actual change.
• The transition is easier.
• Concentrates on buy-in of employees as the focus for success
• Clear step which can give a guidance for the process
• Fits favorably into the culture of classical/ traditional hierarchies
• Focus on one new thing especially in linear fashion over time

Disadvantage
• Steps can’t be skipped and it is clearly top …show more content…

These results compared with forecasted results i.e., plan vs actual. While the employees not rewarded for their transient wins. The employees should reward at least after the completion of the project, which will help them to continue with the immense work.

Step 7: Consolidating gains and producing more changes
In order to produce further changes, managers should reinvigorate the process with new projects and by hiring, promoting, training people who can implement the change vision. Here this organization is analyzing its SAP implementation technically by what the organization went right and what needs improvement. The OPTERRA can also follow Kaizen continuous improvement technology. As well, the OPTERRA’s change manager couldn’t continue his work due to his personal problem, at that time OPTERRA didn’t care to select another change agent. So there was none of them to care exclusively for change management.

Step 8: Anchoring new approaches in the culture
Until current behavior rooted in corporate culture, it is subject to degradation. It is important to articulate to employees the connections between the recent behavior and organizational success and to develop means to ensure leadership

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