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A Communicator’s Guide to Successful Change Management edited and published by Craig Pearce 2015

A Communicator’s Guide to Successful Change …...A Communicator’s Guide to Successful Change Management explores, and provides practical strategic and tactical advice on, how

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A Communicator’s Guide to Successful Change Managementedited and published by Craig Pearce

2015

A Communicator’s Guide to Successful Change Management explores, and provides practical strategic and tactical advice on, how communication contributes [V�LăLJ[P]L�JOHUNL�THUHNLTLU[��0[�PZ�PU[LUKLK�[V�IL�of use to change, change communication and internal communication professionals, while senior leaders who have change/transformation in their job description ZOV\SK�HSZV�ÄUK�P[�VM�\ZL�Research consistently informs us that the quality, nature and consistency of communication plays a leading role – if not the leading role – in change becoming embedded ^P[OPU�VYNHUPZH[PVUZ��;OPZ�\UKLYSPULZ�[OL�PTWVY[HUJL�VM�L_WSVYPUN�^OH[�JVUZ[P[\[LZ�LăLJ[P]L�JVTT\UPJH[PVU�PU�the context of change management, enabling us to better \UKLYZ[HUK�[OL�YVSL�P[�WSH`Z�HUK�OHYULZZ�P[Z�WV^LY�0[�THUPMLZ[Z�P[ZLSM�PU�THU`�KPăLYLU[�^H`Z��3PRL�JOHUNL�management, the process, and the change ‘product’ it delivers, communication is, and must be, a malleable and HKHW[P]L�LU[P[ �̀�*VTT\UPJH[PVU�PZ�LTILKKLK�PU�¶�HUK�VY�PUÅ\LUJLZ�¶�HSS�[OL�KPăLYLU[�WOHZLZ�VM�JOHUNL��0[�JHYYPLZ�WHY[PJ\SHY�resonance for organisational leadership – in any of its executive sponsorship, line management and informal PUÅ\LUJLY�THUPMLZ[H[PVUZ�¶�HZ�P[�PZ�OLYL�^OLYL�[OL�NYLH[LZ[�WVZZPIPSP[PLZ�MVY�JOHUNL�JVTT\UPJH[PVU�PTWHJ[�VJJ\Y�

“ Leadership, communication and culture

are the triumvirate bedrock for change

3LHKLYZOPW��JVTT\UPJH[PVU�HUK�J\S[\YL�HYL�[OL�[YP\T]PYH[L�ILKYVJR�MVY�JOHUNL�¶�IL�P[�NVVK�VY�IHK��LăLJ[P]L�VY�PULăLJ[P]L�

;OL`�HYL�LUHISLYZ�VY�[OL`�HYL�ISVJRLYZ��,HJO�HYL�HKKYLZZLK�PU�[OPZ�N\PKL��A Communicator’s Guide to Successful Change Management�Z`U[OLZPZLZ�[OPURPUN�MYVT�H�YHUNL�VM�sources – practical experience from change and change communication professionals, academic discussions HUK�THUHNLTLU[�JVUZ\S[PUN�YLZV\YJLZ��0[�PZ�UV[�H�ZL[�VM�academic papers; it is intended to be of practical use – yet 0�HT�Z\YL�P[Z�JVU[LU[�^PSS�WPX\L�[OL�PU[LYLZ[�VM�HJHKLTPJZ��A Communicator’s Guide to Successful Change Management�NLULYHSS`�SVVRZ�H[�JOHUNL�MYVT�H�IPN�WPJ[\YL��whole-of-organisation, transformational perspective �[OV\NO�P[Z�[OPURPUN�HUK�YLZV\YJLZ�JHU�IL�HKHW[LK�[V�ZPUNSL��JVU[HPULK�JOHUNL�WYVNYHTZ��[VV���“For the C-suite, transformational change is indistinguishable from business strategy,” writes Jonathan *OHTW�PU�[OPZ�N\PKL��H�WVPU[�^OPJO��0�[OPUR��\UKLYSPULZ�Q\Z[�OV^�ZPNUPÄJHU[�[OL�ÄLSK�VM�JOHUNL�THUHNLTLU[�PZ�[V�JVU[LTWVYHY`�I\ZPULZZ��0[�W\SZLZ�[OYV\NO�[OL�]LPUZ�of every part of the organisational body – brain, organs, SPTIZ��[VYZV�HUK���ZV\S��@V\»SS�ÄUK�THU`�VM�[OL�WPLJLZ��LZWLJPHSS`�[OVZL�^YP[[LU�I`�T`ZLSM��SVVR�H[�JOHUNL�WYPTHYPS`�[OYV\NO�[OL�SLUZ�VM�7YVZJP»Z�(+2(9�JOHUNL�THUHNLTLU[�TVKLS��;OLYL�HYL�V[OLY�TVKLSZ�VM�JOHUNL�¶�Z\JO�HZ�[OL�PUÅ\LU[PHS�and much cited one of Kotter’s, the Four Rooms TL[OVKVSVN`�HUK�3L^PU»Z�Unfreeze-Change-Refreeze TVKLS�¶�[OH[�JVU[YPI\[VYZ�Z\JO�HZ�(UNLSH�:JHĄKP��Rachael Bibby, Jonathan Champ and Scott Guthrie KPZJ\ZZ�HUK�W\[�PU�H�JVTT\UPJH[PVU�JVU[L_[��

;OV\NO�[OL`�[HRL�KPăLYLU[�WH[OZ�[V�HJOPL]L�[OL�ZHTL�LUK�NVHS��LHJO�TVKLS�LUYPJOLZ�[OL�[OPURPUN�ILOPUK�JOHUNL�HUK�HKKZ�YPNV\Y�[V�[OL�WYVJLZZ�

“ Such is the prodigiousness and prevalence of change in contemporary business,

organisations have no choice but to make change

management a built-in and embedded capability

More important than the model of change applied is that such is the prodigiousness and prevalence of change in contemporary business, as cogently argued by Scott Guthrie in this guide, that organisations have no choice I\[�[V�THRL�JOHUNL�THUHNLTLU[�H�I\PS[�PU�HUK�LTILKKLK�capability, rather than one which is procured on an ad hoc IVS[�VU�IHZPZ��(JJLW[HUJL�VM�[OPZ�]PL �̂�LZWLJPHSS`�^OLU�applied in a transformational sense, means there will be more demands on, and for��JOHUNL�JVTT\UPJH[VYZ��A Communicator’s Guide to Successful Change Management is an attempt to focus greater attention on the subtleties of change management communication, providing value to the increasing number of professionals PU]VS]LK�PU�[OL�ÄLSK��0[�PZ�HSZV�PU[LUKLK�[V�MVTLU[�M\Y[OLY�discussion on the topic and enrich the professional RUV^SLKNL�HUK�JHWHIPSP[`�VM�HSS�[OVZL�PU]VS]LK�PU�JOHUNL�THUHNLTLU[�JVTT\UPJH[PVU�0�OVWL�`V\�LUQV`�[OL�N\PKL�HUK�ÄUK�P[Z�JVU[LU[�LUYPJOPUN��;OHUR�`V\�MVY�`V\Y�PU[LYLZ[�Regards

Craig Pearce

Welcome

1 Welcome

ContentsCONTRIBUTORS 4

A SEARCH FOR MEANING: WHAT IS CHANGE COMMUNICATION? 6

CHANGING BUSINESS, LEADERS AND PEOPLE: DEFINING CHANGE MANAGEMENT 12

TWO-WAY SYMMETRICAL COMMUNICATION: ENRICHING THE CHANGE PRODUCT 18

NEW CHANGE MANAGEMENT: BUILDING CREATIVE FIRMS 26

STRATEGIC COMMUNICATION APPROACHES TO CHANGE MANAGEMENT 32

CULTURE, VALUES AND CHANGE: OPENING YOUR MIND TO FUTURE POSSIBILITIES 48

KOTTER IN CONTEXT: IS THE CLASSIC CHANGE MODEL DAMAGING YOUR MID-SIZE CHANGE? 56

CHANGE IS NO LINEAR JOURNEY 62

BUSTING THE INERTIA BURDEN IN CHANGE MANAGEMENT 66

BEHAVIOURAL CHANGE: THE REMIT OF COMMUNICATION OR CHANGE MANAGEMENT? 72

LEADERSHIP’S ROLE IN CHANGE MANAGEMENT COMMUNICATION 78

TACTICAL COMMUNICATION TOOLKIT IN CHANGE MANAGEMENT 82

THE HOLY TRINITY OF PR APPLIED TO CHANGE 90

ABOUT CRAIG PEARCE ;OL�[Y\[O�HIV\[�JVTT\UPJH[PVU�HUK�W\ISPJ�YLSH[PVUZ�PZ�[OH[�P[�[HRLZ�ZOVY[�[LYT�WHPU�[V�HJOPL]L�SVUN�[LYT�NHPU��0[�O\Y[Z�H�SP[[SL�H[�ÄYZ[�I\[��MVY�960�PTWHJ[��P[»Z�[OL�VUS`�^H �̀�Anyone can ‘spin’ but, for sustained good relations ^P[O�Z[HRLOVSKLYZ��T\[\HS�JOHUNL�MVY�T\[\HS�ILULÄ[�PZ�ULJLZZHY �̀�Craig Pearce – a strategic communication and change management communication professional with 20 years experience – combines pragmatism; creativity; and academic, best practice, evidence-based rigour to OLSW�HJOPL]L�[OPZ��;OL�YLZ\S[&�)\ZPULZZ�V\[JVTLZ�[OH[�PTWHJ[�WVZP[P]LS`�VU�YLW\[H[PVU�HUK�[OL�IV[[VT�SPUL�For further information on this guide and to contact Craig:

Craig Pearce 0438 003 430 JYHPN'JYHPNWLHYJL�PUMV�7\ISPJ�YLSH[PVUZ�HUK�THUHNPUN�YLW\[H[PVU!�^^ �̂JYHPNWLHYJL�PUMV 3PURLK0U!�O[[WZ!��H\�SPURLKPU�JVT�PU�JYHPNUWLHYJL� ;̂ P[[LY!�'JVTTHPT

SHARE THE GUIDE3L[�`V\Y�JVU[HJ[Z�RUV^�HIV\[�[OPZ�YLZV\YJL�I`�NVPUN�[V�[OL�SHUKPUN�WHNL�VU�*YHPN»Z�ISVN�HUK�ZOHYPUN�UL^Z�VM�P[�[OYV\NO�3PURLK0U��;̂ P[[LY��-HJLIVVR�VY�L]LU�[OYV\NO�MHJL�[V�MHJL�and email conversations!

ACKNOWLEDGEMENTS Underpinning the content contained in A Communicator’s Guide to Successful Change Management�PZ�[OV\NO[M\SULZZ�HUK�YLÅLJ[PVU��0�ILHY�^P[ULZZ�[V�[OL�YPNV\Y�VM�P[Z�NLZ[H[PVU�HUK�[OL�THU`�OV\YZ�VM�SHIV\Y�P[Z�JVU[YPI\[VYZ�PU]LZ[LK�PU[V�P[��0�HT�PUKLI[LK�[V�LHJO�VM�T`�JVU[YPI\[VYZ�MVY�[OLPY�PUZPNO[Z�HUK�LăVY[Z��,HJO�VM�[OLT�OHZ�L_WHUKLK�T`�V^U�RUV^SLKNL�HUK�HKKLK�YPNV\Y�[V�T`�V^U�HWWYVHJOLZ�HUK�[OPURPUN�HZ�H�WYVMLZZPVUHS�JVTT\UPJH[VY��;OL`�HYL�HSS�OPNOS`�L_WLYPLUJLK�HUK�X\HSPÄLK�PU�[OLPY�ÄLSK��0M�`V\��[OL�YLHKLY��L_HTPUL�VUS`�H�ML^�HY[PJSLZ�JVU[HPULK�PU�[OPZ�N\PKL��P[�PZ�^P[O�[OLZL�ZP_�OPNOS`�L_WLYPLUJLK�WYVMLZZPVUHSZ�0�\YNL�`V\�[V�ILNPU��;OHUR�`V\�(UK �̀�(UNLSH��1HJRPL��1VUH[OHU��9HJOHLS�HUK�:JV[[�

3 About Craig Pearce

Contributors

ABOUT ANDY GREENAndy Green (@andygreencre8iv) is a leading expert in brand Z[VY`[LSSPUN��JYLH[P]P[`�HUK�79�Z[YH[LN �̀�/L�PZ�[OL�H\[OVY�VM�ZL]LU�IVVRZ�^OPJO�OH]L�ILLU�[YHUZSH[LK�PU[V�LPNO[�SHUN\HNLZ�HUK�^VYRZ�^P[O�IS\L�JOPW�JSPLU[Z�HYV\UK�[OL�NSVIL��(UK`�PZ�[OL�MV\UKLY�VM�H�ZVJPHS�LU[LYWYPZL�^VYRPUN�[V�HKKYLZZ�[OL�JYPZPZ�PU�ZVJPHS�JHWP[HS��H�SLJ[\YLY�H[�

*HYKPă�<UP]LYZP[ �̀�H�UVU�L_LJ�KPYLJ[VY�^P[O�[OYLL�79�HUK�LJVTTLYJL�HNLUJPLZ��HUK�L]LU�KLSP]LYZ�JYLH[P]P[`�[YHPUPUN�JSHZZLZ�VU�[OL�3VUKVU�;\IL��^^ �̂HUK`NYLLUJYLH[P]P[ �̀JVT�

ABOUT ANGELA SCAFFIDI(UNLSH�:JHĄKP�JV�MV\UKLK�:LUH[L:/1�PU������HUK�PZ�[OL�ÄYT»Z�OLHK�VM�JOHUNL��:OL�THUHNLZ�JVTWSL_�JOHUNL�WYVNYHTZ�HJYVZZ�[OL�W\ISPJ�HUK�WYP]H[L�ZLJ[VYZ��:OL�^VYRZ�^P[O�SLHKLYZ�^OV�HYL�KYP]PUN�JOHUNL�H[�H�Z`Z[LT��VYNHUPZH[PVU��[LHT�HUK�VY�PUKP]PK\HS�SL]LS��(UNLSH�PZ�HJJYLKP[LK�PU�;OL�-V\Y�9VVTZ�VM�*OHUNL���:OL�WYL]PV\ZS`�^VYRLK�H[�4J2PUZL`� �*VTWHU �̀

ABOUT JACKIE LE FÈVRE1HJRPL�3L�-u]YL��'4HNTH,ăLJ[��PZ�H�]HS\LZ�ZWLJPHSPZ[��(M[LY����`LHYZ�PU�LU]PYVUTLU[HS�JVUZLY]H[PVU��PUJS\KPUN�HZ�/LHK�VM�79�MVY�an international wildlife charity, followed by senior organisational KL]LSVWTLU[�YVSLZ��1HJRPL�ZL[�\W�OLY�JVTWHU`�4HNTH�,ăLJ[�PU�������1HJRPL�PZ�H�-LSSV^�VM�[OL�*OHY[LYLK�4HUHNLTLU[�0UZ[P[\[L��*40��HUK�

H�TLTILY�VM�[OL�*40�:\IQLJ[�4H[[LY�,_WLY[Z�.YV\W�^P[O�H�YLTP[�MVY�J\S[\YL�HUK�]HS\LZ��1HJRPL�ILSPL]LZ�WLVWSL�OH]L�HJJLZZ�[V�HSS�[OL�YLZV\YJLZ�ULJLZZHY`�[V�KV�^OH[�ULLKZ�[V�IL�KVUL!�JYLH[PUN�PUZPNO[�[OH[�SLHKZ�[V�TLHUPUN�HUK�TV[P]H[PVU�PZ�[OL�RL`�[V�\USVJRPUN�[OH[�YLZV\YJLM\SULZZ�

ABOUT JONATHAN CHAMPJonathan Champ founded Meaning Business — ^^ �̂TLHUPUNI\ZPULZZ�JVT�H\�·�PU������HM[LY����`LHYZ�PU�OV\ZL�JVTT\UPJH[PVU�HUK�JOHUNL�L_WLYPLUJL�H[�594(��0(.��>LZ[WHJ�HUK�8),��/L�OLSWZ�VYNHUPZH[PVUZ��HUK�[OLPY�JVTT\UPJH[VYZ��JVTT\UPJH[L�HUK�JOHUNL�IL[[LY�^P[O�WYHJ[PJHS�[YHPUPUN��[VVSZ�HUK�[LJOUPX\LZ��

/L�JYLH[LK�;OL�:OVY[LY�*644:�7SHU�HUK�4LSJY\T»Z�0U[YVK\J[PVU�[V�0U[LYUHS�*VTT\UPJH[PVU�JV\YZL�HUK�PZ�0()*�5:>»Z�*V�JOHPY�VM�7YVMLZZPVUHS�+L]LSVWTLU[� /L�[^LL[Z�JVTTZ�Z[\ă�HUK�VJJHZPVUHS�SVSJH[Z�HZ�'TLHUPUNI\ZPULZZ��

ABOUT RACHAEL BIBBYRachael Bibby is a change professional with experience in both private HUK�W\ISPJ�ZLJ[VY��:OL�ILSPL]LZ�PU�KYP]PUN�ZPTWSPJP[`�MYVT�JVTWSL_P[`�[V�OLSW�WVZP[P]LS`�HăLJ[�VYNHUPZH[PVUHS�HUK�ILOH]PV\YHS�JOHUNL��9HJOHLS�^VYRZ�^P[O�SLHKLYZ�MYVT�,_LJ\[P]L�SL]LS�[V�LTWSV`LL�PU�OLSWPUN�[V�KYP]L�WVZP[P]L�V\[JVTLZ�

ABOUT SCOTT GUTHRIEScott Guthrie (@sabguthrie) is a management consultant specialising PU�WYVNYLZZP]L�W\ISPJ�YLSH[PVUZ��/L�OHZ�TVYL�[OHU�[^LU[`�`LHYZ»�experience advising leaders within the business intelligence and ÄUHUJPHS�ZLY]PJLZ�PUK\Z[YPLZ�HUK�ILSPL]LZ�WSHJPUN�W\YWVZL�H[�[OL�OLHY[�VM�I\ZPULZZ�PZ�[OL�VUS`�Z\YL�ÄYL�^H`�[V�[OYP]L�PU�I\ZPULZZ��:JV[[�^YP[LZ�

YLN\SHYS`�HIV\[�JVTT\UPJH[PVUZ��JYLH[P]P[`���JOHUNL�H[�^^ �̂ZHIN\[OYPL�PUMV

Contributors 4

by Jonathan Champ

>OLU�HWWSPLK�[V�JOHUNL�[OH[�PZ�UV[�^OVSL�VM�VYNHUPZH[PVU�– transformational – the eight steps of Kotter’s classic JOHUNL�TVKLS�JHU�JVTWSPJH[L�HUK�\UKLYTPUL�LăLJ[P]L�JOHUNL�THUHNLTLU[�HUK�PTWSLTLU[H[PVU��<ZPUN�[OPZ�process for operational/program-level change runs the YPZR�VM�\ZPUN�H�Z[LHTYVSSLY�[V�JYHJR�H�^HSU\[��VY�JYLH[PUN�\UULJLZZHY`�PU[LYUHS�JVTWL[P[PVU�MVY�\YNLU[�H[[LU[PVU��;OL�SL]LYZ�[OL�LPNO[�Z[LWZ�HKKYLZZ�HYL�H[�[OL�^OVSL�VM�enterprise level, providing a strategic transformation IS\LWYPU[��0U�V[OLY�^VYKZ��2V[[LY�PZ�WLYMLJ[�MVY�*,6Z�^OV�HYL�SLHKPUN�º[OL�IPNNLZ[�JOHUNL�PU�[OL�YVVT»�0U�� ���/HY]HYK�)\ZPULZZ�9L]PL^�W\ISPZOLK�3LHKPUN�*OHUNL!�>O`�[YHUZMVYTH[PVU�LăVY[Z�MHPS� by leadership, Z[YH[LN �̀�HUK�JOHUNL�L_WLY[�+Y�1VOU�7��2V[[LY��0U�[OL�HY[PJSL��2V[[LY�PKLU[PÄLK�LPNO[�LYYVYZ�VM�Z[YH[LN`�that led to failure for businesses attempting to transform PU�YLZWVUZL�[V�L_[LYUHS�THYRL[�MVYJLZ�6M[LU�YLWYVK\JLK�HUK�YLW\ISPZOLK��P[�PZ�HU�LZZLU[PHS�WHY[�VM�JOHUNL�THUHNLTLU[�SP[LYH[\YL��0[�MVYTZ�H�comprehensive introduction to the ideas Kotter expands \WVU�PU�OPZ�Z\IZLX\LU[�IVVRZ��PUJS\KPUN�3LHKPUN�Change: An action plan from the world’s foremost expert on business leadership�0U�LZ[HISPZOPUN�[OL�JVU[L_[�MVY�OPZ�LPNO[�MVJ\Z�HYLHZ��2V[[LY�PZ�]LY`�JSLHY��/L�KLZJYPILZ�[OL�YHUNL�VM�JHZLZ�^OLYL�organisations have been forced to adapt – to transform – PU�VYKLY�[V�Z\Y]P]L�VY�[OYP]L��

Kotter said of these organisations, “the basic goal has been [OL�ZHTL!�[V�THRL�M\UKHTLU[HS�JOHUNLZ�PU�OV^�I\ZPULZZ�is conducted in order to help cope with a new, more JOHSSLUNPUN�THYRL[�LU]PYVUTLU[¹��2V[[LY��� ���0[�PZ�PTWVY[HU[�[V�JVUZPKLY�2V[[LY»Z�H\KPLUJL��/L�^HZ�HKKYLZZPUN�*,6Z�HUK�WYLZPKLU[Z��THUHNPUN�KPYLJ[VYZ�HUK�IVHYK�TLTILYZ��/L�PZ�KLZJYPIPUN�H�JOHSSLUNL�VM�strategy��UV[�Q\Z[�VM�ºJOHUNL»��;VKH �̀�[OL�LPNO[�Z[LW�2V[[LY�MYHTL^VYR�PZ�HU�LZZLU[PHS�WHY[�VM�[OL�JOHUNL�WYHJ[P[PVULY»Z�[VVSRP[��>OPSL�2V[[LY�OPTZLSM�\WKH[LK�[OL�TVKLS�[V�YLÅLJ[�L]VS\[PVUZ�PU�[OL�I\ZPULZZ�LU]PYVUTLU[�PU�OPZ������^VYR�Accelerate, it is the original model that remains predominant in many of the [VVSRP[Z�HWWSPLK�[V�TPK�SL]LS�JOHUNL��;OL�HJJVTWHU`PUN�JVU[L_[�MVY�IV[O�]LYZPVUZ�¶�[OH[�[OPZ�MYHTL^VYR�HWWSPLZ�[V�LU[LYWYPZL�SL]LS�JOHUNL�¶�PZ�VM[LU�absent from their reproduction in change management plans and templates, or their application to medium scale JOHUNL�PUP[PH[P]LZ��

NOT ALL CHANGE IS CREATED EQUAL*OHUNL�^P[OPU�VYNHUPZH[PVUZ�[HRLZ�H�U\TILY�VM�MVYTZ��Understanding the scale of change to be managed provides H�N\PKL�[V�[OL�HWWYVWYPH[L�HWWSPJH[PVU�VM�2V[[LY»Z�TVKLS�A common view of scales of change across three levels is [OL�7YVZJP�4VKLS��;OPZ�V\[SPULZ�[OYLL�ZJHSLZ�VM�JOHUNL�H[�WSH`�^P[OPU�VYNHUPZH[PVUZ��• ,U[LYWYPZL�SL]LS, creating transformation at a whole-

of-organisation level• Project level��HWWS`PUN�ILULÄ[�YLHSPZH[PVU�[V�PUKP]PK\HS�

initiatives

• 0UKP]PK\HS�SL]LS, the human engagement with change (Prosci)

;OLYL�PZ�HUV[OLY�SL]LS�VM�JOHUNL��ZVTL[PTLZ�KYP]LU�I`�[OL�project-level, but sometimes driven by the basic operations VM�[OL�VYNHUPZH[PVU��;OPZ�ºoperational »�SL]LS�PZ�H�ZPNUPÄJHU[�WHY[�VM�the employee’s experience of change: not every transformational initiative will have an immediate impact on every employee in every part of the business, but a small JOHUNL�[V�WYVJLZZ��WVSPJ`�VY�WYVK\J[�JHU�OH]L�H�ZPNUPÄJHU[�PTWHJ[�VU�KHPS`�VYKPUHY`�^VYR�9LKLÄUPUN�[OL�SL]LSZ�VM�VYNHUPZH[PVUHS�JOHUNL�[OPZ�^H`�helps determine the appropriate application of the eight-Z[LW�TVKLS��• ;YHUZMVYTH[PVUHS�¶�<ZL�2V[[LY�MVY�change-as-

business-strategy • Program/project – Apply caution and consider the

context before applying Kotter to multiple mid-size change

• 6WLYH[PVUHS�¶�)L^HYL�VM�JYLH[PUN�UVPZL�HUK�undermining strategy by applying Kotter to VWLYH[PVUHS�JOHUNL�^P[OV\[�JYLH[PUN�SPURZ�[V�[YHUZMVYTH[PVU��

;OL�ºPUKP]PK\HS»�VY�O\THU�HZWLJ[�VM�JOHUNL��7YVZJP»Z�[OPYK�level) remains a factor for all [OLZL�SL]LSZ�VM�JOHUNL��0[�PZ�[OL�YVSL�VM�JOHUNL�WYHJ[P[PVULYZ�[V�IL�HISL�[V�WYV]PKL�[OL�SPUR�between the operational change and the transformational, as it is the role of leaders and managers at all levels of the organisation to provide the context and the detail of the PTWHJ[Z�VM�HU`�JOHUNL�

Kotter in context: is the classic change model damaging your mid-size change?

Kotter in context: is the classic change model damaging your mid-size change? 56

THE RIGHT ENTERPRISE SCALE FOR KOTTER For the C-suite, transformational change is PUKPZ[PUN\PZOHISL�MYVT�I\ZPULZZ�Z[YH[LN �̀�,_[LYUHS�MVYJLZ�and internal realities need to be aligned in order for the VYNHUPZH[PVU�[V�KLSP]LY�VU�¶�VY�L]LU�HTLUK�¶�P[Z�W\YWVZL��0[�HSPNUZ�^P[O�2V[[LY»Z�TVKLS�VM�[YHUZMVYTH[PVU�I`�ZOPM[PUN�strategic levers including:• 3LHKLYZOPW• Strategy• Culture• :`TIVSPJ�^VYR�¶�[OL�ZOV^JHZL�WYVJLZZLZ�[OH[�WYV]PKL�

positive models for change• ,TILKKLK�Z`Z[LTZ�¶�[OL�Z\WWVY[�TLJOHUPZTZ�

for change and culture such as performance management, reward, prioritisation mechanisms and communication infrastructure that reinforce and embed change

;YHUZMVYTH[PVUHS�JOHUNL�TH`�YLX\PYL�YL[OPURPUN�]PZPVU��values, culture and operating models in order to address [OL�[YPNNLYZ�MVY�JOHUNL��

“ For the C-suite, transformational change is indistinguishable from business strategy

>OLU�[OL�[YHUZMVYTH[PVUHS�HNLUKH�PZ�JSLHY��HUK�^OLU�HU�VYNHUPZH[PVU�OHZ�LăLJ[P]L�WYVNYHT�HUK�WYVQLJ[�THUHNLTLU[�JHWHIPSP[ �̀�JSLHY�WYPVYP[PZH[PVU�HUK�JVUÅPJ[�THUHNLTLU[��2V[[LY�OHZ�WYV]PKLK�HU�LăLJ[P]L�IS\LWYPU[�

6US`�H�WVY[PVU�VM�JOHUNL�PZ��OV^L]LY��PU�2V[[LY»Z�^VYKZ��ºOLYVPJHSS`�WYLZJPLU[�HUK�SLHKLY�PUZ[PNH[LK»��;OL�YLHSP[`�VM�‘transformation’ in many organisations is as follows:

:VTL�HZWLJ[Z�VM�H�º9LHK`�MVY�����»�[YHUZMVYTH[PVU�WYVNYHT�HYL�\UKLY^H �̀�HUK�OH]L�ILLU�MVY����TVU[OZ��3LHKLYZOPW�VM�[OL�WYVNYHTZ�PZ�]HYPHISL��:\WWVY[�MVY�some of the structural changes required of the change is being argued – and resisted – by members of the L_LJ\[P]L�[LHT��4LHU^OPSL��[OL�*06�PZ�WYVZLJ\[PUN�HU�agenda of technological consistency based on targets MVY�YLK\JLK�LU[LYWYPZL�SL]LS�SPJLUZL�WHJRHNLZ�KYP]LU�I`�[OL�WYVTPZL�VM�ZVM[^HYL�HZ�H�ZLY]PJL��;OL�*-6�PZ�WYLZZ\YPUN�[OL�*06�[V�JVTWSL[L�[OL�YVSSV\[�ILMVYL�[OL�[YHUZMVYTH[PVU�HNLUKH�YLHJOLZ�[OL�0;�VYNHUPZH[PVU��HUK�LUK�VM�ÄUHUJPHS�`LHY���;OL�ZHSLZ�VYNHUPZH[PVU�OHZ�a customer service initiative based on the last round VM�HUHS`[PJZ�HUK�/9�PZ�[Y`PUN�[V�I\PSK�SPUL�THUHNLY�capability to lead change prior to the next-level restructures that are driven by the C-suite Z\JJLZZPVU�WSHUZ��

;OPZ�PZ�HU�HTHSNHT�VM�ZL]LYHS�YLHS�ZJLUHYPVZ�^OLYL�KPZQVPU[LK�WYVQLJ[�SL]LS�JOHUNL�LăVY[Z�^LYL�\UKLYTPUPUN�[OL�KLSP]LY`�VM�[OL�[YHUZMVYTH[PVU�HNLUKH��0[�PZ�YLHZVUHIS`�easy to see how the aspiration of transformation has got SVZ[�PU�[OL�MVYLZ[�VM�PTWSLTLU[H[PVU�HUK�[OL�X\PJRZHUK�VM�VYNHUPZH[PVUHS�J\S[\YL��;OPZ is the change context where Kotter’s model provides JSHYP[`�MVY�SLHKLYZOPW�

HOW THE EIGHT-STEP PROCESS CREATES A DISCONNECT FOR MID-SIZE CHANGEApplying the eight-step model indiscriminately to project-level initiatives and operational change leads to JOHSSLUNLZ�

��� Generating a sense of urgency for mid-level changes creates unnecessary competition for ZOHYL�VM�TPUK�

0U�H�[`WPJHS�SHYNL�VYNHUPZH[PVU�\UKLYNVPUN�[YHUZMVYTH[PVU��[OLYL�HYL�SPRLS`�[V�IL�KVaLUZ�VM�WYVQLJ[�SL]LS�PUP[PH[P]LZ�HUK�JVUJ\YYLU[�VWLYH[PVUHS�JOHUNL��;OLYL�PZ�H�WHYHKV_��<YNLUJ`�H[�HU�VYNHUPZH[PVUHS��strategic level provides momentum for the projects and initiatives that are necessary at the deeper levels of the Z[Y\J[\YL��/V^L]LY��H[�HU�VWLYH[PVUHS�SL]LS��[OL�ZLUZL�of urgency translates into confusion and an inability to HIZVYI�[OL�JOHUNL�PTWHJ[Z�;OL�\UKLYS`PUN�ULLK�MVY�JOHUNL�H[�[OL�WYVQLJ[�VY�operational level needs to be rolled up to the overall Z[YH[LNPJ�PTWLYH[P]L��*YLH[PUN�\YNLUJ`�HYV\UK�[OL�detail VM�[OL�JOHUNL�JYLH[LZ�UVPZL��;OPZ�THUPMLZ[Z�P[ZLSM�HZ�HU�PUJYLHZLK�YLX\LZ[�MVY�WYVQLJ[�IYHUKPUN��JOHUNL�ZWLJPÄJ�JVTT\UPJH[PVU�JOHUULSZ��

57 Kotter in context: is the classic change model damaging your mid-size change?

Solutions include: • ,UZ\YL�[OH[�[OL�UHYYH[P]L�VM�\YNLUJ`�YLTHPUZ�H[�[OL�

enterprise level• ‘Bundle’ change impacts across programs• 0TWSLTLU[�H[�HU�VWLYH[PVUHS�VY�PUKP]PK\HS�SL]LS�as

rapidly as possible based on the capacity for change

��� ;OL�N\PKPUN�JVHSP[PVU�PZ�UV[�Z\ĄJPLU[S`�JSVZL�[V�[OL�JOHUNL�V\[JVTLZ�

New structures for consultation and sponsorship are LTLYNPUN�PU�VYNHUPZH[PVUZ��;OL�YPZL�VM�JVSSHIVYH[P]L�processes and structures means there are new VWWVY[\UP[PLZ�MVY�JOHUNL�[V�IL�ºV^ULK»�I`�[OVZL�JSVZLZ[�[V�P[��

“ Effective change is a combination of leadership, role modelling, input and

experimentation from multiple layers and levels within an organisation. Membership of the guiding coalition is no longer limited to

leadership, but requires broader perspectives and inclusion of a more

representative range of roles

0U�[OLPY���[O�*OHUNL�HUK�*VTT\UPJH[PVU�960�9LWVY[��;V^LYZ�>H[ZVU�OPNOSPNO[LK�[OL�ZOPM[�MYVT�[VW�KV^U�JOHUNL�[V�WHY[PJPWH[P]L�HWWYVHJOLZ��;OL�ZOPM[�MYVT�ºSLHKLY�led’ to ‘manager facilitated’ execution for change initiatives OHZ�ZLLU�HU�PUJYLHZL�PU�[OL�YVSL�VM�JOHUNL�[YHPUPUN��;V^LYZ�>H[ZVU��������

,ăLJ[P]L�JOHUNL�PZ�H�JVTIPUH[PVU�VM�SLHKLYZOPW��YVSL�modelling, input and experimentation from multiple SH`LYZ�HUK�SL]LSZ�^P[OPU�HU�VYNHUPZH[PVU��4LTILYZOPW�VM�the guiding coalition is no longer limited to leadership, but requires broader perspectives and inclusion of a more YLWYLZLU[H[P]L�YHUNL�VM�YVSLZ�

��� 0UZ[P[\[L�JOHUNL�I`�KLZPNUPUN�MVY�HJ[PVU*VUZPKLY�[OL�IYVHKLY�^VYSK�IL`VUK�VYNHUPZH[PVUHS�SPML��(Z�JP[PaLUZ�HUK�JVUZ\TLYZ��^L�JVUK\J[�HSS�RPUKZ�VM�JVTWSL_�ILOH]PV\YZ�HUK�[YHUZHJ[PVUZ�ºVUSPUL»��;OL�VUSPUL�LU]PYVUTLU[�JOHUNLZ�JVUZ[HU[S �̀�@L[�[OLYL�PZ�UV�JOHUNL�THUHNLTLU[�WSHU�MVY�º[OL�PU[LYUL[�»�4L[OVKVSVNPLZ�Z\JO�H[�<?�HUK�<ZLY�*LU[LYLK�+LZPNU�LUZ\YL�[OH[��Z\JJLZZM\S��apps or sites or technologies are intuitive and based on THRPUN�HJ[PVU�LHZ`�[V�JVTWSL[L��;OLZL�KPZJPWSPULZ�KV�UV[�HWWS`�VUS`�[V�VUSPUL�HUK�[LJOUVSVNPJHS�JOHUNL��;OL�HIPSP[`�[V�KLZPNU�[OL�ºWVPU[`�end’ of change within organisations in a way that enables action at the right time without requiring substantial training or commitment becomes an opportunity for THRPUN�JVU[PU\HS�JVUJ\YYLU[�JOHUNL�ZVTL[OPUN�[OH[�PZ�LHZ`�[V�KPNLZ[��(Z�)PSS�8\PYRL�^YP[LZ�PU�4HRPUN�[OL�*VUULJ[PVUZ, ¸6YNHUPZH[PVUZ�HYL�ZOVY[�JOHUNPUN�[OLTZLS]LZ�I`�UV[�seeing communication through to the end – converting H^HYLULZZ�PU[V�HJ[PVU��;OL�YLHS�]HS\L�VM�PU[LYUHS�communication is to help business ends by enabling LTWSV`LLZ�[V�[\YU�Z[YH[LN`�PU[V�HJ[PVU¹��8\PYRL��������

��� Sustaining acceleration requires better models for managing complexity

)LPUN�YLZWVUZP]L�[V�THYRL[Z�YLX\PYLZ�HNPSP[ �̀�7YVK\J[�L]VS\[PVU��ZHSLZ�HUK�THYRL[PUN�HJ[P]P[ �̀�[LJOUPJHS�JOHUNLZ�all produce operational activity – change – that needs to IL�HIZVYILK�HUK�PUJVYWVYH[LK�PU[V�[OL�KH`�[V�KH`�^VYR�^P[OPU�VYNHUPZH[PVUZ��<UYLHSPZ[PJHSS`�LZ[PTH[PUN�[OL�impact of small change leads to errors in calculating the V]LYHSS�JHWHJP[`�MVY�SHYNLY�ZJHSL�JOHUNL��Shifting from a sense of urgency to creating momentum JYLH[LZ�Z\Z[HPUHISL�KYP]L�MVY�[OL�JOHUNL�HNLUKH��.YLNVY`�3L:[HNL��7YLZPKLU[�VM�2V[[LY�0U[LYUH[PVUHS�*LU[YL�MVY�3LHKLYZ��^YV[L�PU�-VYILZ�VU�[OL�� [O�HUUP]LYZHY`�VM�[OL�eight-step model:“Comparing today’s business environment to 20 years ago, P[�Z[YPRLZ�TL�[OH[�^PUZ�¶�HUK�HU�PU[LU[PVUHS�HWWYVHJO�[V�producing them – have only increased in importance as [OL�M\LS�VM�SHYNL�ZJHSL�Z\Z[HPUHISL�JOHUNL��;OL�LULYN`�[OL`�WYVK\JL�JHU�V]LYWV^LY�[OL�LăLJ[Z�VM�ZWLLK��KPZ[YHJ[PVU��HUK�KPS\[PVU�[OH[�JVUZWPYL�HNHPUZ[�JOHUNL�LăVY[Z��;OL`�JHU�OLSW�IYLHR�KV^U�JOHUNL�ISVJRPUN�ZPSVZ¹��3L:[HNL��������

Kotter in context: is the classic change model damaging your mid-size change? 58

MANAGING MULTIPLE CHANGE PROJECTS IN CHANGING CONTEXTS>YP[PUN�PU�Accelerate ��������2V[[LY�YLJVNUPZLK�complexity and the shifts in organisational structure and UL[^VYRZ��HUK�[OL�ULLK�MVY�HNPSL�TL[OVKZ�VM�TVIPSPZPUN�WLVWSL�^P[OPU�[OL�VYNHUPZH[PVU��0U�YLHSP[ �̀�JOHUNL�H[�[OL�WYVQLJ[�SL]LS�OHZ�[OYLL�X\HSP[PLZ�[OH[�JHU�JVTWSPJH[L�[OL�LăLJ[P]L�THUHNLTLU[�HUK�KLSP]LY`�VM�ILULÄ[Z�VY�[OL�KLZPYLK�V\[JVTLZ�• Concurrent – there are seldom single projects

\UKLY^H`�PU�HU�VYNHUPZH[PVU��+LWLUKPUN�VU�[OL�degree of internal organisation and prioritisation, [OLZL�PUP[PH[P]LZ�TH`�VY�TH`�UV[�IL�JVVYKPUH[LK�

• Continuous – while individual projects come to an LUK��HUK�PKLHSS`�KLSP]LY�[OLPY�[HYNL[LK�ILULÄ[Z���[OLYL�are typically a sequence of projects being rolled V\[��;OLYL�PZ�UV�Ä_LK�M\[\YL�Z[H[L��VUS`�H�ZLYPLZ�VM�P[LYH[PVUZ��;OL�PKLH�VM�º]LYZPVUZ»�VM�[OL�M\[\YL�Z[H[L�PZ�H�WV^LYM\S�TL[HWOVY�MVY�[OPZ!�JOHUNL�]LYZPVU�?�?�

• Compound – change impacts from one initiative OH]L�ÅV^�VU�PTWSPJH[PVUZ�MVY�V[OLY�PUP[PH[P]LZ��>OLU�KLSP]LYLK�[VW�KV^U��[OL�HNNYLNH[L�JVTWV\UK�PTWHJ[�VM�JOHUNL�JHU�IL�TPZJHSJ\SH[LK��;OPZ�JHU�IL�HU�V]LYLZ[PTH[PVU�VM�[OL�HIPSP[`�[V�absorb change at an individual level, or it can be a failure to calculate capacity for the impacts of HJJ\T\SH[LK�PUJYLTLU[HS�JOHUNL�

0U�[OL�TVZ[�LăLJ[P]L�VYNHUPZH[PVUZ�[OLYL�PZ�JVVYKPUH[PVU�VM�PTWHJ[Z�HJYVZZ�[OL�YHUNL�VM�JVUJ\YYLU[�WYVQLJ[Z��;V^LYZ�>H[ZVU���������;OLYL�PZ�Z[YH[LNPJ�]HS\L�PU�LăLJ[P]L�governance that provides alignment of the intention of transformation with the operational reality of the ‘current Z[H[L»�VYNHUPZH[PVU��

APPROACHING CHANGE AS A PROBLEM OF CONTEXT6UL�JYP[PJ�VM�[OL�]PZPVU�SLK�HWWYVHJO�[V�IPN�JOHUNL�PZ�+H]L�:UV^KLU��MV\UKLY�VM�*VNUP[P]L�,KNL�HUK�HU�L_WLY[�PU�[OL�ÄLSK�VM�VYNHUPZH[PVUHS�JVTWSL_P[ �̀�\ZLY�L_WLYPLUJL��<?��HUK�SLHU�JOHUNL��

“�3ZIVWMQTPM½GEXMSR�MW�XLI�IRIQ]��*EGI�XLI�complexity. Change impacts from one initiative have cumulative implications for other initiatives

0U�OPZ�RL`UV[L�[V�3,(5<?����:UV^KLU�L_WSHPUZ�OV^�organisations – as complex systems – naturally resist and defy the attempt to change them in a linear way and WVPU[Z�[V�^O`�ZV�THU`�JOHUNL�HUK�JVTT\UPJH[PVU�LăVY[Z�MHPS�HIQLJ[S �̀�/L�WYV]PKLZ�ZVTL�JH\[PVUZ�PU�[LYTZ�VM�OV^�KLZPNULYZ��3LHU�HUK�<?�WYHJ[P[PVULYZ�HWWYVHJO�JOHUNL�• “Stop mandating idealistic and ideological future

Z[H[L�TVKLSZ�¹�*YLH[PUN�H�Z\IZ[HU[PHS�NHW�IL[^LLU�the current state and the future state undermines the ZLUZL�THRPUN�WYVJLZZ��;OPZ�PUJYLHZLZ�[OL�KPZJVUULJ[�between the narrative (story of change, vision) and [OL�L_WLYPLUJL�VM�[OL�JOHUNL�[HYNL[Z�

59 Kotter in context: is the classic change model damaging your mid-size change?

• ¸+VU»[�[Y`�[V�YLWSPJH[L�^P[OV\[�[HRPUN�PU[V�HJJV\U[�JVU[L_[�¹�(KVW[PUN�H�ºJVVRPL�J\[[LY»�HWWYVHJO�[V�change models, change plans and tactics fail to PKLU[PM`�[OL�ZWLJPÄJZ�VM�[OL�VYNHUPZH[PVU�and its constituents�

• ¸6]LY�ZPTWSPÄJH[PVU�PZ�[OL�LULT �̀�MHJL�[OL�JVTWSL_P[ �̀¹�)\PSK�[OL�VYNHUPZH[PVUHS�ºJVTWSL_P[`»�T\ZJSL��5L^�ZRPSSZ�Z\JO�HZ�JVSSHIVYH[PVU�HUK�JV�JYLH[PVU��HSVUN�^P[O�UL^�Z[Y\J[\YLZ�MVY�^VYRPUN��HYL�required in to navigate the ‘all change, all the time’ LU]PYVUTLU[�

• “Pragmatic compromise should not lapse into WYVZ[P[\[PVU�¹�)`�[OPZ��:UV^KLU�TLHUZ�[OH[�HZ�^L�H[[LTW[�[V�JYLH[L�ºÄ[�MVY�W\YWVZL»�HUK�º Q\Z[�PU�[PTL�ZVS\[PVUZ»��WYPUJPWSLZ�Z[PSS�HWWS �̀�)LPUN�HNPSL��UPTISL��UL[^VYRLK�HUK�ÅL_PISL�TLHUZ�\UKLYZ[HUKPUN�what are the immovables: what are the principles underpinning the purpose of the change, what are the cultural non-negotiables that need to be navigated in [OL�KLSP]LY`�VM�H�WYHNTH[PJ�ZVS\[PVU&

• “Compromising excessively is as bad as not JVTWYVTPZPUN�H[�HSS�¹�:UV^KLU�PZ�UV[�HK]VJH[PUN�MVY�HIHUKVUPUN�[OL�]PZPVU�VM�[OL�M\[\YL�Z[H[L��/L�advocates for understanding the dimensions of H�JOHUNL�[OH[�ULLK�[V�IL�YL[HPULK�PU�[OL�LăVY[�[V�deliver a better experience, a new operating model, a [YHUZMVYTH[PVU�

• ¸+VU»[�YLWSPJH[L�[OL�OV �̂�\USLZZ�`V\�RUV^�[OL�^O �̀¹�Understanding why a change is successful is as important for the ongoing practice of change as the [YHUZMVYTH[PVU�HUK�ILULÄ[�YLHSPZH[PVU��:UV^KLU�PU�,]HUZ��������

Applying these new principles to our deconstruction of the eight-step model, we can see that it is necessary for the change practitioner – whether change manager, project manager, leader, line manager, communicator – to step beyond ideal processes and to adapt to the realities of the ZWLJPÄJ�JOHUNL�PU�[OL�ZWLJPÄJ�LU]PYVUTLU[��:UV^KLU�sets an important challenge, at odds with urgency and Z[YH[LNPJ�]PZPVUZ��0[�PZ�^VY[O�JOHUNL�WYHJ[P[PVULYZ�ZWLUKPUN�[OL�[PTL�[V�explore disruptive views and challenges to the traditional models and practices of change to see organisations as [OL`�HYL��YH[OLY�[OHU�OV^�^L�^HU[�[OLT�[V�IL�

References:

• *OHUNL�THUHNLTLU[�JVT����������3L]LSZ�VM�*OHUNL�4HUHNLTLU[���7YVQLJ[�3L]LS��9L[YPL]LK����(WYPS�������MYVT�O[[W!��^^ �̂JOHUNL�THUHNLTLU[�JVT�[\[VYPHS�SL]LSZ�VM�JT�TVK��O[T�

• ,]HUZ��>����������2L`UV[L!�0[»Z�[OL�7YVJLZZ��1PT��)\[�5V[�(Z�>L�2UV^�0[���+H]L�:UV^KLU��Vimeo��9L[YPL]LK���4H`�������MYVT�O[[WZ!��]PTLV�JVT� ���� ���

• 2V[[LY��1���� ����3LHKPUN�JOHUNL��)VZ[VU��4HZZ�!�/HY]HYK�)\ZPULZZ�:JOVVS�7YLZZ�

• 2V[[LY��1����������3LHKPUN�*OHUNL!�>O`�;YHUZMVYTH[PVU�,ăVY[Z�-HPS��/HY]HYK�)\ZPULZZ�Review��9L[YPL]LK����(WYPS�������MYVT�O[[WZ!��OIY�VYN���������SLHKPUN�JOHUNL�^O`�[YHUZMVYTH[PVU�LăVY[Z�MHPS�

• 2V[[LY��1����������3LHKPUN�JOHUNL��)VZ[VU��4(!�/HY]HYK�)\ZPULZZ�9L]PL^�7YLZZ�

• 2V[[LY��1����������Accelerate��/HY]HYK�)\ZPULZZ�9L]PL^�7YLZZ�3L:[HNL��.����������/V^�/H]L�2V[[LY»Z�,PNO[�:[LWZ�MVY�*OHUNL�*OHUNLK&�-VYILZ� Retrieved ���4H`�������MYVT�O[[W!��^^ �̂MVYILZ�JVT�ZP[LZ�QVOURV[[LY������������OV^�OH]L�RV[[LYZ�LPNO[�Z[LWZ�for-change-changed/

• 8\PYRL��)����������4HRPUN�[OL�JVUULJ[PVUZ��(SKLYZOV[��,UNSHUK!�(ZONH[L�

• ;V^LYZ�>H[ZVU������������������Change and *VTT\UPJH[PVU�960�:[\K �̀�9L[YPL]LK�MYVT�O[[W!��^^ �̂[V^LYZ^H[ZVU�JVT�LU�0UZPNO[Z�0*�;`WLZ�:\Y]L`�9LZLHYJO�9LZ\S[Z�������������������JOHUNL�and-communication-roi-study

• >O`�[YHUZMVYTH[PVU�LăVY[Z�MHPS�1VOU�7��2V[[LY��/HY]HYK�)\ZPULZZ�9L]PL^��4HYJO�(WYPS�� ����WW��� ������� ����1V\YUHS�6M�7YVK\J[�0UUV]H[PVU�4HUHNLTLU[��������������KVP!������������������ ��������

Kotter in context: is the classic change model damaging your mid-size change? 60

For further information on this guide and to contact Craig:Craig Pearce 0438 003 430 JYHPN'JYHPNWLHYJL�PUMVPublic relations and managing reputation: ^^ �̂JYHPNWLHYJL�PUMV3PURLK0U!�O[[WZ!��H\�SPURLKPU�JVT�PU�JYHPNUWLHYJL ;̂ P[[LY!�'JVTTHPT

Share the guide3L[�`V\Y�JVU[HJ[Z�RUV^�HIV\[�[OPZ resource by going to the landing page on Craig’s blog and sharing UL^Z�VM�P[�[OYV\NO�3PURLK0U� ;̂ P[[LY��-HJLIVVR�VY�L]LU�[OYV\NO face-to-face and email conversations!

2015