Purpose of Assessment 
Develop specific strategies with supporting tactics to implement positive change within an organization. You may refer to the information that you prepared in Week 5 to complete this assignment, but your submission should add to your prior research and not just copy your Week 5 assignment.
Scenario: 
You’ve been hired as a consultant to develop strategies with supporting tactics to implement positive changes in the corporation you chose in Week 5.
Review your analysis of the corporation’s change process from Week 5 to be sure you have a thorough understanding of the change and the need for the change.
Prepare a 12- to 13-slide Change Management Presentation for the company’s Board of Directors. Include the following:
o Evaluate why this change needed to occur.
o Discuss how this change impacts the company on a global scale.
o Discuss how this change impacts employees.
o Using Kotter’s 8-Step Change Model, chart strategies and tactics for positively implementing the organizational change. In your chart, complete the following:
o Develop strategies for each of the 8 steps in Kotter’s model
o Develop tactics to support each strategy
o Justify the effectiveness of each strategy and tactic with a rationale.
o Conclude your presentation with an explanation of how this positive organizational change will help the company sustain a competitive advantage in the global market.
4

Kotter’s 8-Step to Change

LDR 535
Professor Bob Armbrust
29 Mar 2021

Kotter’s 8-Step to Change

Introduction

Radwan (2020) describes Kotter’s 8 step change model as a well-structured and outlined process used and applied by institutions that are implementing organizational Change within themselves. In many cases, this process is meant to reduce the chances of resistance that might arise within organizational transformation and process implementation. This is because organizational transformation and Change is a very intimidating and demanding process, and in most cases, it meets power and pressure against its performance and adaptation. With the Kotters 8 step change model, a well-structured and organized way is developed that gives a platform to the driving organizational Change successfully. According to research, it has been found out that many institutions fail in an attempt to implement organizational changes due to a wrong, unstructured approach (Auguste, 2013). However, many institutions have successfully implemented organizational changes using Kotter’s step model, adopted the Change, and derived techniques of working within this Change towards achieving the company goals and objectives. This assignment, therefore, will look at how Samsung became a design powerhouse using Kotter's 8 step model.

Creating a Sense of Urgency

In the first 20 years of Samsung as a company, the company dealt with the trade of already manufactured electronics, which were imitative to other companies and inexpensive. This means that this company had no control over the goods’ prices as they were not initially manufactured. Instead, the price was dependent on the initial manufacturer, and therefore the company had little to do with price adjustments. However, the company had few engineers whose role was to introduce features as per the manufacturers’ requirements and make the right and necessary performance requirements for its markets. However, Lee Kun-Hee, who was the chairman of the Samsung Group by then, recognized that the company was getting frustrated due to lack of innovation, and thereby he decided that it was necessary to have company designers who would lead the innovation process and thereby ensure that the company and a sustenance base (Auguste, 2013). The company created a sense of urgency by recognizing that it needed a team of designers who would lead innovation and allow sustenance of the Market’s company.

Forming a Strong And Guiding Coalition

When Lee Kun-Hee creates urgency and sets out the importance of having a powerful coalition that would ensure that the company grows and maintains its sales, he aims to develop and design a focused culture that would provide a world-class innovation structure is held in the Market. Through this, he organized a multidisciplinary team that would incorporate designers, marketers, ethnographers, musicians, different writers, and engineers. The company created a powerful and able team that would help it thrives in its innovation strategies and market structure (Yoo and Kim, 2015). The company today has over 1600 designers, who for the strong coalition for change implementation in this company.

Developing Strategic Vision and Initiatives

The company outlined its vision and initiatives that could help it realize its change process. The idea was to create a culture that was focused more on design and support world-class innovation. To ensure this, the company had to set proper strategies, where it started by identifying its primary competitor, which was the Apple company, its design, and how it maintained itself in the Market. Through this, they were able to visualize the company’s future, and hence the cause of action began (Yoo and Kim, 2015).

Convey the Vision for Buy-in and Empower Other in Taking the Action

Visualization was essential in this case, and therefore when Lee Kun-Hee decided on drawing the vision to get designers for the growth and maintained sales of the company. He communicated this to the different designers and workers who helped him work with the company and thereby buy his idea. They were all to work in achieving this mission. Lee Kun-Hee empowered others by leading within the Change he wanted to be implemented in the company. For example, making the phone look more presentable, he requested the designers to organize how to remove the booth from the phone. Through this, he empowered others in taking the action he needed.

Creating Short Term Wins and Sustain Acceleration

The company created a short-term design program that could enable its design for the near and distant future (Radwan, 2020). Through this, it could celebrate short-term wins and act as a boost towards achieving the next move. In 12 months, the designers were tasked to develop a new product and carry out a competi9tive analysis on its markets. In 18-24 months, the designers were tasked to plan for the specific product, design the user interfaces, and research different aspects such as color. In 2-5 years, they developed a new business investment plan and identified a road map for the investment. In the next 5-10 years, they developed new business concepts and technology for the company. Through such a plan, the company was able to sustain acceleration in this field.

Incorporate Changes into Culture and Conclusion

By creating a short-term plan for the company in terms of designing a powerhouse, the company could incorporate its structure into the culture, thereby different employees and workers working within this scope. Through this, the company has produced various brands such as Samsung Galaxy, among others. In conclusion, through Kotter’s 8 step model, Samsung built a design powerhouse successfully. Therefore Kotter’s 8 step model is simplified to ensure that organizational transformation and Change are achieved successfully.

References

Auguste, J. (2013). Applying Kotter’s 8-step process for leading Change to the digital transformation of an orthopedic surgical practice group in Toronto, Canada. J Health Med Informat, 4(3).
Radwan, A. (2020). Lead transformational Change, minimize resistance with an 8‐step model. Dean and Provost, 21(7), 1-5.
Yoo, Y., & Kim, K. (2015). How Samsung became a design powerhouse. Harvard Business Review, 93(9), 73-78.

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