4kotters 8 Step To Changeldr 535professor Bob Armbrust29 Mar 2021kott ✓ Solved

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 8â€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.

Paper for above instructions

Introduction

In today’s rapidly changing business landscape, effective organizational change management is paramount for maintaining competitiveness and relevance. Kotter's 8-Step Change Model provides a structured approach to instigate and manage change successfully. The model is relevant across various contexts, including technological advancements and cultural shifts. This paper examines how Samsung Electronics successfully utilized Kotter’s 8-step model to metamorphose from a trading company into a design powerhouse. The discussion will address each step of the model, beginning with creating a sense of urgency and culminating in embedding changes into the organizational culture.

Creating a Sense of Urgency

The first step in Kotter’s model is creating a sense of urgency around the need for change. Samsung’s journey commenced under the leadership of its then-chairman, Lee Kun-Hee, who recognized that the company was stagnating in a market driven by innovation (Auguste, 2013). During its early years, Samsung primarily engaged in trading existing electronics, limiting its control over design and pricing. To push for significant changes, Kun-Hee emphasized the critical need for innovation stemming from a dedicated design team, indicating that the company risked irrelevance without a renewed focus on unique offerings.
This urgent call for change compelled the organization to re-evaluate its business strategies and explore avenues for distinctive product development (Radwan, 2020). The acknowledgment of the increasing competition from companies like Apple served to galvanize internal stakeholders, creating a groundswell of support for transformation.

Forming a Strong and Guiding Coalition

The second step mandates the formation of a guiding coalition capable of leading the change effort. In this context, Lee Kun-Hee assembled a multidisciplinary team consisting of designers, marketers, engineers, and ethnographers, thereby ensuring that various perspectives and expertise were represented (Yoo & Kim, 2015). This coalition became instrumental in fostering an environment conducive to innovative thought and risk-taking.
By combining talents across diverse domains, Samsung established a powerful coalition that could manage the complexities associated with design innovations. This collaborative approach addressed the various facets of product development—from creativity to technical feasibility—paving the way for more integrated design strategies that would distinguish Samsung from its competitors.

Developing Strategic Vision and Initiatives

Incorporating a strategic vision is the third element of the model. Samsung explicitly defined its vision to pivot towards becoming a premier design leader. The company sought to foster a culture emphasizing design excellence and innovation, marking a shift from its earlier operational model (Radwan, 2020).
To achieve this, Samsung undertook a competitive analysis, particularly focusing on Apple’s design philosophy. This assessment allowed Samsung to identify gaps and opportunities in its current product offerings. As a response, Samsung executed initiatives aimed at nurturing creative talent and establishing a robust R&D infrastructure, which would encourage design-driven projects moving forward (Yoo & Kim, 2015).

Communicating the Vision for Buy-in and Empowering Others to Act

With a clear vision in place, the next step involved effectively communicating this vision across the organization to elicit commitment from employees. Lee Kun-Hee engaged employees at all levels of the company by involving them in the vision communication process. He encouraged designers to realize their potential and actively contributed to problem-solving initiatives (Auguste, 2013).
Samsung’s leaders adopted an inclusive communication strategy, sharing success stories from designers and acknowledging their contributions to the innovative process. By embodying the vision, they fostered an environment of empowerment where employees felt invested in the company’s mission, thus motivating them to contribute actively to the change that was underway.

Creating Short-Term Wins and Sustaining Acceleration

The fifth step, creating short-term wins, is essential for maintaining momentum. Samsung understood the need to celebrate milestones as a way of sustaining enthusiasm for the change process. Within twelve months, teams were tasked with developing new product designs while conducting competitive analyses within the industry (Radwan, 2020).
These short-term achievements allowed Samsung to showcase tangible results of the innovation process, building credibility for the vision in the eyes of stakeholders. By recognizing and rewarding teams for their contributions, Samsung established a performance-driven culture that emphasized innovation. This approach also sustained organizational commitment, encouraging further efforts in the long run.

Consolidating Gains and Producing More Change

The sixth step in Kotter’s model involves consolidating gains and driving further change. Following the initial successes, Samsung capitalized on its accomplishments by reinforcing its commitment to design innovation. The company also focused on scaling successful initiatives and enhancing its investment in R&D (Yoo & Kim, 2015).
As Samsung continued to innovate, it prioritized integrating design-thinking methodologies and user-centric approaches across its product development processes. By broadening its emphasis on design and technological excellence, the company maintained a dynamic and competitive approach that extended beyond the initial transformation, laying a foundation for future innovations.

Incorporating Changes into the Culture

The penultimate step pertains to embedding new approaches into the organizational culture. Samsung embedded design thinking and innovation practices within its corporate DNA, moving from being a follower to a market leader in technology and consumer electronics (Radwan, 2020).
The introduction of programs aimed at encouraging cross-department collaboration and continuous learning further reinforced this cultural shift. With design as a core tenet of Samsung’s identity, the company launched products such as the critically acclaimed Samsung Galaxy series, which reflect its transformative journey and foster a culture of continuous improvement.

Conclusion

In conclusion, Kotter’s 8-Step Change Model provided a roadmap that enabled Samsung to navigate its transformation from a basic trading company to a design powerhouse. By creating urgency, forming strong coalitions, developing a strategic vision, and establishing an empowering culture, Samsung not only successfully managed change but also achieved a remarkable competitive advantage in the market. Emphasizing innovation, user-centric design, and continuous improvement helped cement Samsung’s reputation as a leader in the technology industry.

References

1. 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).
2. Radwan, A. (2020). Lead transformational change, minimize resistance with an 8-step model. Dean and Provost, 21(7), 1-5.
3. Yoo, Y., & Kim, K. (2015). How Samsung became a design powerhouse. Harvard Business Review, 93(9), 73-78.
4. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
5. Kanter, R. M. (1983). The Change Masters: Innovations for Productivity in the American Corporation. Simon & Schuster.
6. Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142.
7. Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and our Community. Prosci.
8. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.
9. Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
10. Kotter, J. P. (2012). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.