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John Kotter, the retired Harvard Business School professor published in 1995, the article 'Why Transformation Efforts Fail'. Kotter say's "Leaders who successfully transform businesses do eight things right (and they do them in the right order)." Years later, the change management model developed and this work on leading change still remains very relevant. Kotter opens the article with his explanation of how he watched over 100 companies try to make fundamental changes to help cope with a new, more challenging market environment.
Further Kotter identified eight stages of change a company must successfully complete to achieve lasting sustainable change and business improvements, and eight reasons why transformation efforts fail. In addition to the eight stages necessary for obtaining and maintaining successful organizational change, Kotter also identifies corresponding possible pitfalls for each stage that can derail the change project all-together.
Following are the eight critical success factors of the John P Kotter change management model for leading change, and the eight major errors identified in the change management article that can halt a change project, or even destroy any positive change management plans and changes made thus far. During this first step it is essential to acquire the cooperation of many individuals and to ensure they are motivated to participate. Begin by examining the firm's competitive realities, market trends, and the effects on financial performance. Convince at least 75% of a company's management that the current situation is totally unacceptable, and pursuing change is less risky than maintaining the status quo.
When the urgency rate is not high enough to prevent very serious internal problems later on in the process. Underestimating the complexities and potential struggles required to shift management and staff from their comfort zones. Form a powerful coalition is terms of titles, information and expertise, reputations, and relationships.
Operate outside of the normal hierarchy by definition, outside of formal boundaries, expectations, and protocol.


Emphasis team work and whilst recognizing the power of a strong line management leadership within the coalition. Maintaining the existing hierarchy where if that were working well, there would be no need for a major transformation.
Coalition members having no history of teamwork at the top and therefore undervalue the coalitions importance.
Clear and precise project plans that take the organization in the direction it needs to move to achieve the vision. List of confusing and incompatible projects and activities that can take the organization in the wrong direction or nowhere at all. Action is essential in getting rid of obstacles to change and in time, the big ones must be confronted and removed.
Empower people to maintain the credibility of the change effort as a whole, to try new approaches, to develop new ideas, and to provide leadership. Failing to remove powerful individuals who resist the change effort and who resist individual employees who want to help make it happen.
Organizational structures such as human resource systems that remain intact even when there are clearly inconsistent compensation or performance-appraisal structures.
Develop clear performance improvements goals and measurement systems and reward the people involved when they are achieved.
Maintain commitments to achieve short term goals to help maintain a high urgency level and force deep thinking that can clarify visions.
Without short-term wins, too many people give up or actively join the ranks of those people who have been resisting change. Use increased credibility from early wins to change 'the old way we do things around here' systems, structures, and policies that are undermining the vision and have not been confronted before.


Declaring victory before the changes and business improvements have sunk deeply into a company's culture. Communicate frequently how the new approaches, behaviors, and attitudes have improved performance. New behaviors not rooted in social norms and shared values; they are subject to degradation as soon as the pressure for change is removed. Poor succession decisions because boards of directors are not an integral part of the renewal effort. The change management article outlines eight critical success factors from establishing a sense of extraordinary urgency, to creating short-term wins, to changing the culture ("the way we do things around here"). Including small and large organizations from Ford and British Airways to Landmark Communications. Kotter writes in the article that well over 50% of the companies he watched failed in this first phase.
For piece of mind and an absolutely free discussion and review of the challenges facing your business contact me today. Some were successful some failed and from his observations John P Kotter determined that in the change process itself is a series of phases and a change management process that requires a considerable amount of time.




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