What is change management according to Kotter? Where can you use the Kotter model and where not? What are the 8 steps of Kotter’s change management? Is change management according to Kotter still up to date?

Perhaps you are planning a change in your company but are not sure how to go about it? Maybe you’ve heard of Kotter’s change management model and want to know how it works? Wonderful – then you’ve come to the right place!

Kotter’s change management model is one of the classics among change management models: Kotter describes in 8 stages how he believes change works and what needs to be done in each case. Here we explain the individual steps according to Kotter and at the same time put them to the test: what of Kotter’s model is still relevant today, and what is not? (As the berliner team, we draw on over 25 years of experience in change management). And what updates are there to Kotter’s model?

Let’s start at the very beginning – with change management.

1. what is change management and why is it important?

Definition and aim of change management

Definition of change management

Change management refers to the planning, implementation and support of changes in the company towards a clearly defined target state. This also includes all measures that ensure that employees accept and support the change as much as possible.

Goal change management

The aim of change management is to make the transition to the new state efficient and sustainable. Successful change management ensures that changes are not just implemented superficially, but are accepted and supported by employees.

Areas of application Change Management

Change management helps to minimize resistance to change and efficiently shape the transition to a new, desired state. You can use it to introduce a new structure, technology or way of working – and anchor the change in a stable and sustainable way.

Change management often serves as a buffer that prepares employees for the change before it is actually implemented. In this way, it cushions the “hard” aspects of change. A change is usually decided by management and employees should be taken on board as smoothly as possible. An important task is to allay their fears and maintain their motivation, as well as to ensure that the necessary behavioral changes are implemented.

Why change management is so important

The bad news first: it is reported that 50% – 70% of all change attempts fail. (Hammer and Champy 1993, p200) (Beer and Nohria, 2000, p133).

Why is that?

The need for stability is deeply rooted in us humans. People, like systems or departments, naturally strive for stability and react unwillingly to change. This is because change is often perceived as disruptive, especially when it is associated with new tasks or techniques. And if you have to change, then only to get back to a stable state as quickly as possible.

In previous years, this also worked very well: changes were defined, implemented – and then the company was stable again for the time being.

What is it like today?

Change management today

Today, we are in a state of permanent change: there are 150 change processes at the same time and every day is actually a change in some way.

Due to rapid technological advances, globalization, digitalization and changing customer wishes, the world around us is in a state of flux. And as a company, we have no choice but to constantly adapt to these changing circumstances. In this respect, we need to integrate the topic of change by putting ourselves and our company to the test on a daily basis and constantly changing.

And there is no scheme or end goal for this.

A particularly striking example would be an IT company, which must constantly adapt to the current technical context and also integrate customer requirements. Traditional change management is no longer sufficient because it is not possible to strive for and achieve a fixed goal.

This means that in our rapidly changing VUCA world , the ability to constantly adapt to change is increasingly becoming a key success factor. Because change processes can no longer be understood as one-off events, but as continuous adaptation.

VUCA world: 10 tips

Yes, there is always a lot going on in our VUCA world. In the video you will get 10 tips on how to deal with it in less than 10 minutes.

Why change often fails

The Change Fitness Study 2020/2021 surveyed 200 people from top management, middle management and employees in Germany on how they deal with change. The result is anything but rosy: only 4% of respondents currently rate their company as “change-fit”. The same study also determined the target achievement rate of changes and this was only 16%. Changes that had achieved 75 – 80% of their objectives would have been considered successful.

The reasons why changes fail are resistance, a lack of communication and unclear goals. Change management provides a clear structure and gives the team the support it needs in these transitional phases.

The challenge of change processes

Change takes place on many levels: There is the factual level, for example introducing a new computer program. And there is the cultural and emotional level, which either supports or hinders this change. For example, parts of the workforce who say: “Nah, we only had to learn a new program 8 years ago. We don’t want to”.

But it can also be about more than just rejecting a certain change: if you want to introduce Scrum as agile project management, for example, then you need a corresponding agile mindset in your company. You need people who can deal with feedback, want to try things out and are open-minded. However, if your employees have previously tended to follow strict guidelines, rules and superiors, then this mindset needs to change in order to be able to work with Scrum at all. And of course it takes longer to change an attitude, a mindset and a corporate culture than it does to simply implement a computer program. And change management cannot do that. A transformation is needed here.

What exactly is the difference?

2. difference between change management and transformation

Change management – a clear path with a defined goal

Change management has a clear start and end point. This is usually determined at the management level of a company and the implementation is ordered from there.

The (professional) change process aims to align employees with the defined goal and encourage their willingness to move towards this goal.

Change management processes are the method of choice, especially for technical or structural changes that do not require a fundamental realignment.

Transformation – flexible and iterative

Transformation, on the other hand, means that a rough path is set for your change, but the goal is not set in stone. It is about developing an overarching vision that serves as a guiding star but does not strictly define the path to implementation. Instead, the path adapts to changing conditions.

On the way to the vision, check regularly as you walk:

1. How has what we have done so far been received by employees?
2. What is the general situation?
3. And what are the ideal next steps?

And very importantly: transformation develops together with the employees! More on this later.

Especially in the digital world, where requirements and technologies are changing rapidly, transformation is often the more suitable approach.

If the aim is to learn the ability to react flexibly to changing conditions and to look for solutions together with employees instead of simply implementing a plan perfectly – then this is called agile transformation.

When is which model suitable?

Classic change management is ideal for technical or structural changes with a clear objective. A clearly defined change project could be the introduction of a digital workshop management system in a car dealership: the management introduces Workshop Control because it wants to do away with paper and wants processes to run faster and more transparently.

Transformation, on the other hand, is more suitable for cultural or strategic changes, as it leaves more room for adaptation. Transformation, on the other hand, is suitable if, for example, the culture of a company is to be developed in the direction of agility, innovation, customer centricity, etc. – here it is a matter of long-term adaptation that is developed together with the employees.

And what is the Kotter model good for?

3. the Kotter change management model: overview and evaluation

Background and development of the Kotter model

Professor John Paul Kotter (born 1947) holds a chair in leadership management at Harvard Business School.

John Kotter developed his eight-stage change model in 1996 as a structured approach to planned change. It is still often used today as a basic model for change management and is one of the best-known concepts.

The Kotter model comprises eight steps, ranging from establishing a sense of urgency to anchoring change in the corporate culture. The model is structured and offers companies a comprehensible framework.

But is it still relevant 30 years later, in the digital age?

Topicality of the Kotter model

Although the Kotter model is convincing due to its clarity, there is criticism that it only reflects the complexity of modern transformation processes to a limited extent. One possible point of criticism is the rigid goal orientation of the Kotter model. It assumes that the goal of the change has already been defined. In agile transformation and the digital world, goals often change dynamically and companies must be able to react flexibly to changing conditions.

Flexibility is required here, which the Kotter model in its classic form does not take into account. In many companies, Kotter is nevertheless used as a basis and supplemented and extended by more iterative approaches.

Change curve: what phases do people go through during a change?

What actually happens during a change? Susanne explains which phases people go through in change processes in 6:15 minutes.

4 The 8 steps of the Kotter model in detail

Below we show you the 8 steps that John Kotter defined for a successful change management process. In principle, this sequence of steps in the change process is still valid in our rapidly changing VUCA world. But….

… The Kotter model has become outdated in many respects. That is why we have further developed and adapted the stages of the Kotter model and show you how you can practically implement them in your company during change and especially during transformation. Let’s go!

Kotter’s step 1: Create urgency

John Kotter: Create a sense of urgency

Creating urgency according to the Kotter model

The first phase of the Kotter model aims to clearly communicate the purpose of the upcoming change. A sense of urgency is necessary to make change possible in the first place. Without the insight that change is necessary, the impetus to act often fails to materialize. Urgency here does not mean scaremongering, but the clear demonstration of a “why?”.

Our further development of Kotter’s Step 1: Creating urgency through purpose

In our approach, which we describe in our book Corporate culture as a success factorevery change, whether change or transformation, begins with a well-prepared kick-off that clarifies the reasons and the goal of the change and states the facts. .

A clear purpose increases the willingness of your employees to get involved. Because without a purpose, without a why, we humans are not motivated to do anything – as Simon Sinek so aptly described in “Always ask why”.

Creating urgency: example from practice

For example, the management reports on how the market has changed, quotes figures and explains why this requires strategic rethinking and change within the company. In addition to the results, customer voices can also be heard, reporting on changed requirements. An analysis of the competition can also be presented to show where the company needs to move. Sometimes an employee survey can also be the starting point for a change process. If people are dissatisfied, the company must change, because employee motivation is one of the most important success factors.

Step 2: Build a leadership coalition

John Kotter: Create a powerful coalition

Leadership coalition according to the Kotter model.

Forming a leadership coalition according to the Kotter model means putting together a group of influential people within the organization who actively support and drive the change project forward. This coalition should consist of managers and other key players who not only have specialist knowledge, but are also highly motivated and credible.

The role of this coalition is to act as a driving force to anchor the change in the organization. They have the task of convincing other employees, motivating them and breaking down resistance. With a strong, visible leadership coalition, the change becomes more credible and the workforce is more willing to accept and actively shape the change.

Obtaining the mandate of the management

We have also made the experience that it doesn’t work without the support of top management. If the change is initiated by HR, for example, but the management is not behind it, then unfortunately the change will not work. Top management must be on board.

Set up a change team

At berliner team, we also strive to set up a team that drives change together instead of one person from the organization trying to do it with the help of external consultants. Changes rarely succeed if they are driven by just one person. A strong, diverse team is needed. One person alone, especially in change processes, cannot take all perspectives into account. That’s why as many different perspectives as possible should be represented in a transformation team or change team. In addition, in today’s world, it is not necessarily the management that knows what is needed; the employees on the ground often know best what is currently required.

Our further development of Kotter’s Step 2: Leadership coalition: Involve as many people as possible and build multiple teams

Kotter speaks of a management team that shapes change. Our approach to change or transformation goes further: we involve as many employees as possible! Here is an example of several circles or teams that are involved in a comprehensive change process:

One group comprises top management (sponsor and owner of the process) and the operational driver. In traditional projects, this would correspond to a steering committee.

1. To this end, there should be a change or transformation team consisting of around seven people who are actually given time to drive the change forward on a regular basis. Management and employees from different levels and with different experiences should be represented on this team; ideally also different generations, backgrounds and so on, so that diverse perspectives can be incorporated. The driver steers this team.
2. Then there needs to be a larger group in which all of the company’s employees are represented by ambassadors. The ambassadors ensure that the wishes, needs and opinions of the people they represent are taken into account in the change process. At the same time, they ensure the flow of information from the change process to the grassroots.

In this way, your entire company is represented in the circles and, conversely, the transformation is present in every team through the ambassadors.

Building a leadership coalition: Examples from practice

A cultural transformation that we supported with 450 people in a real estate company was initiated by Klaus and Frank, CEO and CFO. Martina, the project driver, managed this project operationally together with a transformation team consisting of one manager from each of the three main areas of the company: the colleague from the HR department, the head of communications, a member of the works council and the corporate strategy department.

They met every two weeks, initially also with us, the consultants, to discuss the next steps of the transformation. In addition, thirty people across the entire company had agreed to work on the transformation as ambassadors and represent their colleagues. There was a meeting about every four to six weeks, mostly online. Reports were sent to Klaus and Frank approximately every two months.

Step 3: Develop a vision for change

John Kotter: Form a strategic vision and initiatives

Vision development according to the Kotter model

An inspiring vision serves as an orientation framework for the entire change process. This vision should be attractive and motivating and should not be defined down to the smallest detail, but should remain flexible and adaptable.

Why is a vision crucial?

The vision needs a certain luminosity and motivates people to take the steps towards transformation. It points the way and ensures that people can move forward independently without having to constantly coordinate with management. This promotes self-organization within the company.

Many companies develop their values at this point.

Values have luminosity and provide orientation on a subconscious level, where people feel addressed by gut feeling.

A clear vision can also be something very big, something that may not even be realistic, but where people say: “This is attractive and exciting; I want to be part of this vision!”

Our further development of Kotters Step 3: Developing the vision together

At berliner team, we use different methods to develop mission statements or visions for a change or transformation. It is important to us that as many perspectives as possible are incorporated and that the vision is developed together with those involved in the change process.

For a based transformation, we have developed the Value Party, which can be used to define the right goal for a cultural change. A participatory vision development process based on methods such as design thinking can also be very helpful. A vision that is not dictated from above but is developed jointly has more impact and is perceived by employees as their own project.

In order to live the “Empathize” phase well, all stakeholders, i.e. customers and employees at various levels from different areas and departments, should first be asked what they think is needed.

Vision development: examples from practice

We have already held vision workshops in which a large proportion of company employees have taken part. This naturally has a completely different power and strength when this vision is then disseminated within the company: On the one hand, because it results in a vision that really resonates with everyone; on the other hand, because it is already supported by so many employees.

Kotter’s step 4: Communicate the vision

John Kotter: Enlist a volunteer army

Communicating the vision according to the Kotter model

If people only know something vaguely, for example through a rumor, this often causes uncertainty and people want to know more. If they don’t find out anything, negative feelings and attitudes quickly arise and even more rumors start to circulate. And this is also the case during a change: employees want to know more.

Our further development of Kotter’s step 4: Permanent communication, everywhere

You should not only communicate the vision, but also changes, directions, successes – everything that has to do with the change. It is not enough to present the vision just once. Communication must be constant and open so that uncertainties are minimized and employees are always kept informed.

Forms of communication

Regular dialogs that also provide space for feedback and questions are particularly important here.

Here are a few formats with which we have had good experiences:

• A regular town hall meeting, which takes place at least once a month, is helpful. This is because you can address everyone directly, so that the most important information arrives unadulterated.
• Communication via managers: This is where topics are communicated in a cascade and there is the opportunity to ask questions. Top management should keep an eye on whether managers are actually implementing this. Develop a format that ensures that communication is relatively consistent and that there are no silent post effects or contradictory information circulating.
• Every team and every department should appoint so-called ambassadors from their own circles. This is a good way to bring information from the grassroots into the process and to give people the chance to ask questions, discuss their issues, uncertainties, suggestions and ideas and thus get rid of resistance.
• Many companies set up an intranet site, i.e. a forum where topics relating to change are posted and where additional information can be obtained

Communication: examples from practice

The managing director of one of our customers regularly posted videos on the intranet for his 800 employees. This is also a good way to address them.

One of our customers has a monthly “Soup Day”. Soup is served to everyone at the various locations at the same time. The most important information is distributed to everyone via a large screen in the conference room, not only from the management, but also from the individual locations. This gives everyone a sense of what is happening in the company. This reinforces an overarching sense of unity.

Kotter’s step 5: Clear obstacles out of the way

John Kotter: Enable action by removing barriers

Removing obstacles according to the Kotter model

Change processes often encounter hurdles, both structural and emotional. The decisive steps are to recognize and remove these obstacles.

What could such obstacles be?

These can be structures, processes or work routines that hinder the achievement of the vision because they are outdated and no longer efficient. Adaptation is needed here. Sometimes the technical area needs to be adapted; sometimes new skills are required. Here you should provide the appropriate resources.

And of course there is also the human factor: employees who are resistant or, even worse, managers who do not support the change and continue to push through. Communication is needed here.

Our further development of Kotter’s step 5: Resolving obstacles through iterative adaptation

Instead of one-off problem solving, we rely on agile approaches such as regular retrospectives to identify obstacles at an early stage and adapt flexibly.

We don’t necessarily want to talk about obstacles. Whether change or transformation, we are always moving in a less linear way (start, obstacle, goal). After each step in the process, we review the result and derive the next steps. For example, we could always pause briefly in the format of a scrum retrospective and check:

1. How is the response?
2. What has that achieved?
3. What worked?
4. What not?
5. Where are we now?
6. What is not going so well yet?
7. What successes do we have that we can celebrate?
8. What is needed next?

This approach gives you the opportunity to keep steering: tackle the next steps and then put your foot on the ball again and readjust. In this respect, the word obstacles doesn’t really fit, but rather iterative adaptation.

Understanding of leadership

We have already mentioned that the attitudes and actions of your managers are essential for the success of change. At this point, we want to take a closer look at the importance of leadership.

Decisive questions for you and your managers are:

• How do I see myself as a manager?
• Do I see myself as the person who goes ahead and shows the rest how it’s done?
• Or do I see myself as the person who coordinates the change process, who brings employees together? The one who facilitates communication so that employees can contribute ideas and develop measures. And who takes care of paving the way.

Top management

Top management has a particularly important role to play here. This is where power and opportunities are maximized. And top management is therefore the biggest obstacle remover. But: the transformation has to be done by the people in the company!

This requires the support of top management:

• I will clear the way for you.
• I take care of the budget.
• I also make decisions.
• I support your ideas.
• I’ve got your back.
• I’ll give you the power.

Removing obstacles: examples from practice

Obstacles or adaptations can be of a very different nature. Here are a few very different examples:

During the digitalization of the workshop process and the introduction of the corresponding software, it was determined that the internet in the workshops was not developed well enough to use this tool properly. The management gave the go-ahead for an investment in a strong network, including the laying of new fiber optic cables on the premises.

During a cultural change, the employees developed the goal of working closely together across divisions on some future topics. The obstacle was the incentive system, which promoted the achievement of divisional interests but “abstracted” cross-divisional cooperation. As part of the project, a working group developed an adjustment to the incentive model.

Step 6: Generate short-term success

John Kotter: Generate short-term wins

Short-term success according to the Kotter model

Initial successes, so-called “quick wins”, increase confidence in the change and motivate employees to continue. The implementation and visualization of initial successes shows employees that something is happening and that the change is having a positive impact.

Our further development of Kotters Step 6: Short-term success and group dynamics

Change is hard work! Most people are reluctant to change anyway and are even more reluctant when changes are coming that make everything more difficult: for example, new programs, new systems, new behaviors – in other words, everything where you first have to learn and put in extra work.

But there are also people who like change. What should you expect?

In their new video, Susanne and Oliver show you how to tackle the digitalization change together with your employees! Take a look!

The Fence Sitter model

Fence sitter refers to the undecided. The metaphor was first mentioned publicly in 1905. Fence sitters describe a person sitting on the fence, not yet knowing whether to stay or go and waiting to see what happens.

The Fence Sitter model assumes that 15-20% of employees are people who find change easy and are quick to embrace it. It then describes the opposite type of person: 15-20% of employees generally find change difficult, even dread it, don’t want to move and are resistant.

And then there is the majority of 60-80% of employees who sit on the fence in the middle as fence sitters and watch the goings-on to the left of the fence to find out: “The enthusiasts or the resisters – who is better off here now?”

Group dynamics in the change process

Our fence sitters take a very close look and weigh up the pros and cons:

Do the enthusiasts suddenly have more work and effort on their hands? Do they have to keep pushing for change somehow? And do they have to do this alongside their day-to-day business, making it harder for them? Or are the motivated employees perhaps even having a great time? Are they enthusiastic because they can hold great meetings and make contacts across the company? Are they having fun because the change works, shows success and is easy? Is the change possibly something great that I would like to be a part of?

And vice versa, they also keep a close eye on the resisters:

Are they treated to snacks and personal discussions? Are their opinions listened to and do they suddenly become very important in the company? Are they pampered, stroked and bribed, or are they rather left on the sidelines and don’t have as good a time as the enthusiastic pioneers?

Reward change

It is important to reward and emphasize those things that lead to change. This is how our brain works: we are more inclined to change when it is positively reinforced by rewards, appreciation and success than by criticism, devaluation and pointing out mistakes. This principle is also used in education: when people receive positive feedback, they change more quickly than when they receive criticism, and it is the same with employees.

Successes and positive feedback reinforce the change. In this respect, quick wins are a way of showing that “something has been set in motion that has positive effects and benefits us”. In particular, people who find change difficult but have struggled through it find it easier to stick with it when they feel success.

Celebrating short-term successes: practical examples

We have already seen many ways of reporting success: For example

• Articles on the intranet describing the successes
• Employee testimonials in video format
• Positive feedback from customers that was disseminated
• Appreciation of the manager in the widest possible circle
• Bonuses
• Increase in business figures

Step 7: Consolidate successes and initiate further change

John Kotter: Sustain acceleration. Consolidate gains and produce more change

Consolidating successes according to the Kotter model

After initial successes, organizations tend to lose momentum. The motivation of employees wanes: “Something has been done. Now we can take it easy again.” You should initiate further changes here!

Our further development of Kotter’s Step 7: Consolidate successes and keep change going.

John Kotter is right here too. It is not enough to start a change; it really takes all your strength until the change becomes the new “normal”.

We compare change to the image of a ball rolling up a mountain. You can only stop the strenuous upward movement when you have reached the top of the mountain and the ball rolls on its own. Until it comes to a standstill again in the valley.

Letting go of the old

In order for the new to take root, it is important that you prevent a return to old behaviors. In other words, you should cut off old habits – i.e. consistently let go of previous solutions, working methods and systems.

For example, if you want to introduce a new computer program, prevent the possibility of bypassing this program: Make sure that neither the old manual solution nor the previous program are still usable. Otherwise, people like to take the path of minimal effort and nobody will change.

The risk of relapse

One example of falling back into familiar ways of doing things is the change in the topic of video conferencing due to the pandemic. Many companies had already realized in the years before coronavirus that completing processes by video could be much more effective, faster and cheaper. But habit prevailed and face-to-face meetings were preferred.

A lot has changed as a result of the pandemic-related constraints. Where people used to travel, online meetingsnow take place, regardless of whether the occasion is a conference, a training session or a general home office. And yet – there is now a strong backward trend: there are once again many face-to-face meetings that involve travel, even though some of them are simply about trivial arrangements that could easily be made via video call.

We have also noticed that 70% of our customers prefer to meet in person again. In other words, a lot has changed, but not fundamentally.

How long does it take to integrate changes?

People need four weeks in which they do something different every day until a change is really established. If these four weeks are spread over a longer period of time, for example if you only practice the changed action every five days, then it will take longer. In this respect, you really have to be consistent in order to establish changes.

Sustaining success: Examples from practice

What you can do to ensure that the change is sustainable:

• Cut out old habits and block old paths!
• Stay tuned and check regularly!
• Always enter into dialog and talk about the change!
• Lead closely: if employees don’t participate, sit down with them every day!

Step 8: Anchoring changes in the corporate culture

John Kotter: Institute change

Anchoring change in the corporate culture according to the Kotter model

Change has to do with the corporate culture and must be supported by it. According to Kotter, it is therefore important to anchor change in the corporate culture. However, Kotter also says that corporate culture only changes once changes have been successful.

Our further development of Kotters Step 8: Corporate culture

We want to be honest: As specialists in corporate culture, we have no idea exactly how Kotter intends to implement this. After all, changing a corporate culture is a long-term, far-reaching process that cannot simply be completed at the end of a change!

Corporate culture as a central topic in change processes

If, for example, an organization needs to become more innovative in order to survive on the market, it needs a corporate culture that welcomes new and different approaches and allows for trial and error. Without this atmosphere and the corresponding structures, the change towards innovation cannot work.

Because change always has a cultural aspect. In this respect, the factual aspects of change (bringing more new innovative products onto the market) should always be considered in conjunction with the cultural requirements (culture that allows this). Culture must be a major topic in change!

Values and change

Values form the basis of corporate culture. The following questions arise in the face of impending changes:

• What values are lived in the current culture?
• What values are needed to sustain the change?
• Do our employees have these values?
• And how do we get these values to fly?

Permanent change

As already mentioned: changing values and corporate culture takes years. You need a permanent process for this.

To ensure this, many of our customers have set up a transformation or culture team, which is an integral part of the company and has the task of keeping an eye on their own corporate culture, constantly developing it further and staying on the ball. In many cases, such a transformation team was set up during a change and has become a permanent fixture that continues to look at where the company needs to change.

Changing corporate culture: Examples from practice

Changing corporate culture is a major project. At this point, you first need background knowledge. You can find this in our article on corporate culture and cultural change – we describe the phenomenon of corporate culture and how cultural change can be shaped in detail.

If you would like to delve deeper, we recommend our book Corporate culture as a success factor

And if you want to take a quick and easy look at the 10 steps involved in transforming corporate culture, we’ll explain them here in a nutshell.

5. the most common mistakes in change management according to Kotter

What can go wrong when applying the Kotter model?

Skipping steps

A common reason for the failure of change projects is the skipping of individual phases in the change process. Each step of the Kotter model fulfills a central function: from building a leadership coalition to anchoring the change in the corporate culture. If phases are skipped, important prerequisites for implementing the change sustainably are often missing. The result: the change process stalls or loses effectiveness.

Inadequate communication

Another critical mistake is inadequate communication. Managers often underestimate the importance of transparent and regular information. Without clear communication, uncertainties arise and employees develop their own, often negative interpretations of the change. Regular updates can create trust and increase acceptance of the change.

Ignore resistance

Not taking employee resistance seriously is also risky. Change always brings uncertainty and initial skepticism is often unavoidable. If managers ignore critical voices, tensions can arise that block the entire process. It is crucial to seek dialog, take concerns seriously and develop solutions together.

Do not celebrate successes

Change involves effort. This makes it all the more important to make successes visible and celebrate them. If progress and successes are not recognized, motivation decreases and the momentum of the process can be lost. Even small “quick wins” encourage commitment and strengthen the feeling of being on the right track – and are crucial to ensuring long-term change.

Video: Transformation of corporate culture

In 3 minutes, we will briefly show you how a value-based transformation of your corporate culture can be approached.

6. criticism of change management according to the Kotter model

Criticism of Kotter’s model

Kotter has addressed important topics in his eight points. But he did not list many areas related to change and change management at all. For us, this is the biggest point of criticism. Change management in today’s world is very complex, partly because so many people are and should be involved. And Kotter completely leaves out the topic of participation, for example.

Why the Kotter model continues to be successful despite criticism

The Kotter model provides managers with a clear structure for planned changes, which is a particularly valuable tool for less dynamic projects. Most organizations use the model as a basis and supplement it with agile elements and feedback loops in order to meet the current requirements for flexibility.

7 Kotter’s change management model: summary and conclusion

Application of the Kotter model

The Kotter model in its original form is an important basis for change management processes. For more fundamental transformations, however, the Kotter model requires some expansion or new processes that have been further developed on the basis of Kotter’s eight-step model.

Change management and transformation are not opposites, but complementary tools:

While change is effective for clearly defined technical changes, transformation helps to grow continuously and make long-term cultural adjustments.

Topicality of the Kotter model

Even today, in stable industries and markets, there are certainly situations in which a change, i.e. a single, targeted change, is the method of choice. The chances of the change being successful increase enormously if it is accompanied by professional change management. The Kotter model can be helpful here.

However, in our changing times, the next necessary change is often just around the corner, while the last one has not yet been completed. In our experience, it is advisable for companies to be prepared for constant change. The Kotter model will not help here. – In order to develop this flexibility in the company, a corporate culture is needed that makes this possible.

8. change and transformation in your company

We have developed a transformation process and associated tools that measure corporate culture, identify necessary changes and shape and implement the adaptation of the corporate culture together with the people in the company.

We have written a book on corporate culture as a success factor. If you need to make changes, we will be happy to support you:

As berliner team, we help you to adapt both approaches (change and transformation) to your specific situation and to establish sustainable, value-based change in your company.

9. further reading on change management & Kotter

Corporate culture & cultural change (2025): Definition, examples & 11 step tutorial

Change manager: definition and tips

How to create a value profile and use it to change your company

Changing values: definition & guide to cultural change in your company

John P. Kotter: Leading Change: Why Transformation Efforts Fail. In: Harvard Business Review. Volume 2, Reprint 95204, 1995, pp. 59-67 (English).

John P. Kotter: Leading Change: How to successfully change your company in eight steps. 1st edition. Vahlen, Munich 2011, ISBN 978-3-8006-3789-8.