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Kotter's 8 Steps

Change ManagementProgramme and change

Reference model

Kotter's 8 Steps for ChangeA sequence of 8 steps, read from the first to the last: 1, Create Urgency; 2, Form a Powerful Coalition; 3, Create a Vision for Change; 4, Communicate the Vision; 5, Empower Action; 6, Create Quick Wins; 7, Build on the Change; 8, Anchor the Changes in Culture.Create UrgencyHighlight the needfor change tomotivatestakeholders.1Form a PowerfulCoalitionBuild a team ofinfluential leadersto support thechange.2Create a Visionfor ChangeDevelop a clearvision to guide thechange effort.3Communicate theVisionShare the visionwidely to ensureunderstanding andbuy-in.4Empower ActionRemove obstacles andenable people to acton the vision.5Create QuickWinsCelebrate short-termsuccesses to buildmomentum.6Build on theChangeUse early wins todrive furtherchange.7Anchor theChanges inCultureEnsure the changesare embedded in theorganizationalculture.8

Kotter's 8 Steps for Change Management.

About this model

A structured framework for managing change, consisting of eight sequential steps to ensure successful transformation.

Originator not stated.

How to read it

  • Follow each step in order to ensure a comprehensive approach to change.
  • Pay attention to the importance of communication and stakeholder engagement throughout the process.

What this does

Guides organizations through the process of change by providing a structured approach to implement and sustain transformations effectively.

When to use it

Use it when leading a significant change initiative that requires buy-in and alignment from various stakeholders.

Not when: Do not use it when the change is minor or when there is no need for broad organizational engagement.

What happens next

Develop a communication plan to support the change initiative.

Golden thread

Builds on ←

  • Change readiness assessment
  • Stakeholder analysis

Feeds into →

  • Change management plan

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Drafted with AI and reviewed by Eccellere on 04/11/2026. Guidance, not advice: apply your own judgement.