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Successfully Deploy Your Strategy by Leveraging Change Management Best Practices


The best strategy is worth nothing without successful implementation.

In this context, it is relevant to draw inspiration from John Kotter’s key lessons in “Leading Change” to manage this change more confidently (some might even call it transformation).

You often hear us talking about “buy-in” and active participation on the podcast to facilitate the development and execution of the strategy. The exercise does not take place in a vacuum, and it is important to involve various stakeholders to create an environment conducive to its success.

The ability to effectively manage and lead change is an essential skill for leaders.

Published in 1996, John P. Kotter’s book, “Leading Change,” provides a structured and practical framework to guide organizational and strategic change.

At the heart of Kotter’s philosophy lies his eight-step model, designed to guide leaders in implementing ambitious change initiatives.

This model, known for its effectiveness and simplicity, is broken down as follows:

  1. Establish a sense of urgency
    The first step is to create a clear and shared understanding of the need for change. It is crucial to identify threats and opportunities, highlight gaps, and communicate the consequences of inaction.

  2. Form a powerful coalition
    Assembling an influential and committed team is crucial for leading change. This coalition should be composed of experts, opinion leaders, and change advocates who are capable of mobilizing others and overcoming resistance.

  3. Create a clear and shared vision
    Defining a clear and inspiring vision of the desired future state is essential to guide change efforts. This vision must be simple, concise, and communicable, capable of motivating and aligning employees towards a common goal. Think of a mobilizing strategic ambition.

  4. Communicate the vision relentlessly
    Communicating the vision clearly, consistently, and repeatedly is essential to generate buy-in and commitment. This means using various communication channels, answering questions and dispelling doubts, and celebrating progress.

  5. Empower others to take action
    Giving employees the autonomy and resources necessary to act on the vision is crucial. This involves dismantling bureaucratic obstacles, developing skills, and recognizing individual initiatives and contributions.

  6. Generate short-term wins
    Creating and celebrating short-term wins is essential to maintain momentum and motivation. These victories, even modest ones, reinforce the credibility of the vision and demonstrate the feasibility of change. A good dose of concreteness materializes efforts and creates positive momentum.

  7. Consolidate gains and generate more change
    Use short-term wins as a springboard for larger and deeper changes. This includes institutionalizing new behaviors, modifying systems and structures that hinder progress, and tackling persistent problems.

  8. Institutionalize new approaches
    Integrate new behaviors and practices into organizational culture and processes. This means training and developing employees, updating policies and procedures, and rewarding the adoption of new approaches. Culture represents the sum of behaviors.

Kotter’s eight-step model can successfully guide the formulation and deployment of ambitious strategies in various organizational contexts.

By adopting a structured and consistent approach to managing change, leaders can increase the chances of successful implementation of the strategy and associated transformations.

Remember that organizational change is a complex and demanding process that requires strong leadership, effective communication, and ongoing commitment.

So ask yourself the following questions:

  • How can I strengthen the sense of urgency around my current strategy?
  • Have I gathered a powerful coalition to support and lead this change?
  • Is the vision clear and inspiring enough to mobilize and align the entire organization?

In episode 170 of the podcast this Thursday, we will explore the question of strategy implementation from the perspective of change.

Reference: Leading Change (J.P. Kotter, Harvard Business School Press, 1996)


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Thank you for being with us,

Eric L’Heureux


Master the Levers of Strategic Change

Strategic change cannot take shape without mastering change management. To explore this question in greater depth, we had the privilege of meeting some of the world’s leading experts.

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