In part four of our change management series, we dive into Kotter’s 8-Step Change Model – a practical framework that helps keeps big transitions on track

CREDIT: This is an edited version of an article that originally appeared in Indeed

When you need buy-in for a major change, you can usually predict how people will react: some will object, others will want their ideas to dominate and a few will stay silent in the background. To help leaders navigate these dynamics, Harvard Business Professor John P. Kotter developed his widely used 8-Step Change Model.

Unlike purely procedural frameworks, Kotter’s approach focuses on the psychology of employees and the importance of communication, trust and teamwork. It is especially helpful when staff show signs of resistance, as it sets out clear objectives and builds momentum through collaboration. Here’s how the model works in practice, using the example of introducing new auditing procedures:

Create a Sense of Urgency

Change is easier to embrace when people understand why it’s needed.
Example: Share data showing how outdated auditing processes are creating compliance risks or wasting staff time. Highlight how new procedures will reduce errors and save valuable resources.

Build Strong Coalitions

Having allies across departments helps the change gain credibility.
Example: Involve finance staff, senior leaders, and even team leaders or department heads early, so the change is seen as a collective effort rather than a top-down directive.

Form a Strategic Vision

People need a clear picture of what success will look like.
Example: Present a vision of an audit process that is streamlined, fully compliant and easy for staff to follow, reducing last-minute panic when external auditors visit.

Get Everyone Involved

Broad participation encourages buy-in and reduces resistance.
Example: Ask staff who handle financial records daily to share their ideas for making the process smoother. Their contributions ensure the new system feels practical and fair.

Enable Action by Removing Obstacles

Identify barriers that might prevent staff from adopting the new procedures.
Example: Provide training for staff unfamiliar with the software and ensure everyone has the right access and resources to complete audit tasks confidently.

Generate Short-Term Achievements

Early wins build confidence and show that the change is worthwhile.
Example: Celebrate when the first department successfully implements the new auditing system with fewer errors, sharing this success with the wider team.

Sustain the Changes

Don’t let progress stall once the first goals are achieved.
Example: Continue to monitor compliance, run refresher training and check in with departments to ensure the new auditing processes become routine rather than temporary.

Institute the Changes

Embed the new procedures into the culture so they last.
Example: Update official policies and staff handbooks to reflect the new auditing processes and make them part of induction training for new employees.

Kotter’s model not only clarifies what is changing but also explains why. By engaging staff at every stage, leaders can turn what might feel like a disruptive transition into a collective success. Stay tuned for the next instalment in our change management series, where we’ll explore the ADKAR model and how it can guide successful change.