Nothing is as constant as permant change, a triviality. External changes (“VUCA”) hit onto those initiated internally i – and acceleratedly so. The need for structuring change management processes isn’t new, but urgent.
John Kotter’s Change Management Model is pretty well known now. it’s meant as a recipe for planned change. But Kotter emphasizes that impulses for change may well come from basic level or from middle management. In his concept, he also makes clear that change management processes happen in arguments and conflicts, and that different people may play very different roles within.
My job in change Processes was and is the methods oriented und “psychological” monitoring. All in all, Kotter’s concept is absolutely obvious, and the headlines of his steps can easily be translated to well-known methodology terms.
In the end it’s important to make those terms come to life, if they are taken seriously, no problem. Consequently, whoever thinks window dressing or lip service are enough is going to run into huge problems.