Change at Glenrothes Colliery: An Evaluation of John Kotter's 8-Step Model

Change is an essential element for individuals, groups, and organizations. As in the case of individuals, groups and societies, change is a continuous process consisting of infinitely small changes, influences and lengths are different, and it is affected by various aspects and events. Many are expected. The same can be said for organizations that change repeatedly during the organization's lifecycle. However, organizational changes can not be predicted or predicted, and unexpected internal and external variables and political forces may complicate change management (Andriopoulos, C.

The first model is an eight-step change by Harvard scholar and Professor John Paul Kotter (born 1947). Kotter (2007, p.1) argues that "leaders who have transformed their business did eight things and worked in the correct order". The eight steps included in the model are as follows. "Although the structure is important, productive organizational changes are not just structural problems, strategy is important, but the interaction between strategy and structure is not simple Effective organization change is actually (Waterman, Jr et al., 1980, p.17) that is the relationship between structure, strategy, system, style, skills, and what we call superior goals. How is the S framework developed?

In order to thoroughly evaluate Carlos Ghosn's approach to Nissan, we chose to apply John Kotter's 8-step model to implementing strategic changes, as shown below (Kotter J. P., 1996). Kotter is considered an authority in the field of organization and change management and I discovered that his model helps to ensure comprehensive evaluation. This model is often used as a plan for future forecasts on how to process the change process, but I will use it as a retrospective analysis tool to validate Nissan's process processing method.

This model was developed by John Kotter and is also known as an eight-step variation model. An important aspect of this model is that the change has undergone a series of phases in a considerable time frame. Skipping a step never produces satisfactory results only by creating an illusion of speed, making a serious mistake at any stage will have an effect, slow down the drive, and deny the hard drive again To do. Kotter describes the change process in the next eight steps. At this stage, the organization feels urgent about the need for change. Organizations can feel the need for change by considering the market and competitors. In addition, the organization has developed a scenario to identify and discuss important opportunities and potential threats and introduce potential future scenarios.