Running head kotter’s model 1 kotter’s model 6
- 1. Running head: KOTTER’S MODEL 1 KOTTER’S MODEL 6 Kotter’s Model (case study of Ericsson Company) Shawn Cyr LDR 535 15 February 2021 Dr. Gwen Kotter’s Model in Ericsson Company This report focusses on Ericsson, one of the leading providers of “Information and Communication Technology (ICT)”. The fact that the world is changing fast enforces the business to keep abreast of relevant updates, and then integrate what make the business sustainable from marketing perspective. Sense of urgency According to Kotter (2012), an organization which is ready for a change must have low level of complacency and ensure there is sense of urgency in making the changes. Organizational change in IT industry is characterized by uncertainty. There are
- 2. many awareness activities which have serious consequences in case transformation is not considered. This is what according to Kotter trigger sense of urgency. In Ericson, there is high professional and knowledge levels of the business and that makes it easier to make workers understand the need of quick changes. Second, Kotter discussed the mistakes of failing to monitor behavior and performance of project members. In Ericson, managers and supervisors closely monitor and support workers in their tasks to ensure they are alert of the uncertainties. Underestimations reflect low level of urgency. Guiding coalition According to Kotter, change is likely to take place if it is steered by powerful guiding coalition which include team of experts with skills and experience, shareholders representatives, and other powerful titles. In Ericson, projects are given attention based on their size, novelty, strategic impact, and relevance (Shurrab, 2013). This is a rational ground to start any negotiation for change. For example, the migration to 4G was a top project because of its impact to the company services. The guiding coalition was empowered to lead the shift to 4G though it started on a weak spot before it diffused using power of rationality. Vision Having vision to change an organization is affected by understanding and promotion of different mindsets. This is important step in guiding the project effort to the right direction. In this company, the vision of Ericson is the basis of change vision. Each individual project contributes to the company vision as demonstrated in the 4G project. The company emphasizes on customer satisfaction and that vision served as the guide in 4G project. The company vision is easy to understand and memorize. This helps the managers in decision making and improvising. Communicating the vision Vision should be communicated clearly. Kotter (2012) argued that there are three ways for better communicating the
- 3. vision. These include the use of methods to promote and share the vision, setting an example of the desired behavior, and giving examples for how to achieve the company vision by setting different strategies. In Ericsson, all forums and occasions are used to remind workers about the company vision, management from the various levels are occasionally invited to attend monthly meetings and this impart enthusiasm to the project. The communication of vision gives the employees sense of direction and create room for consultation. Manager of Ericsson clarify the business strategies to follow to achieve the target. Team members with supervisory role encourage the individuals by giving them strategies of working out projects in a fine way. Through the communication, the project of 4G was welcomed by majority as many of the workers were believers of the company actions and words. Empowering others Workers should be empowered to achieve the set vision. When Ericson company managers realized that people lacked skills, training course were created. The training courses in the company are intensive and the employees attending them are expected to successfully pass them. During the migration to 4G, the company trained workers to avoid a lack of required skills. It is not easy to track the progress of the smaller groups. The company did structural changes and challenges of management was solved by creating larger groups with manager’s in-charge. The responsibility of managers in Ericsson Company is to provide support and help to the actors in the project. The managers also empower workers and help them when they get overwhelmed. Plan and create short-term wins. Short-term wins were presented at the meeting during the implementation of 4G internet. The company held frequent meetings to discuss the progress. It is important to introduce short-term wins as they reduce feeling of monotony and cut the routine which has negative effect on production. It is argued
- 4. that active players become more active when they have short- term goals and wins. The company celebrate short-term wins and these celebrations are symbolic. Short-term goals and wins are helpful for change, except when such kind of celebration create a sense of impression that the job is done. When workers dwell on the short-term wins, they develop complacency and it cause transformation failure. Consolidate improvements. During the transformation, company should not wait for changes to sink and become culture. The line managers ensure continuity of change and should be present among the people. In Ericson, activities such as frequent meeting and intensive training keep the workers awake. The company has pressure to keep the change which is critical in consolidating improvements. Consolidating improvement keep workers who doubt the process away. There are actors who recognize the opportunity for change and when chance come, they make use of it. It is convincing that during the implementation of the 4G technology, the seventh stage was satisfied. Institutionalize the changes This stage according to Kotter model encompasses showing the followers what has been done in order to institutionalize changes and practices. (Kotter's, 2018) When the process of achieving change is ignored, there is danger of losing the culture of the company. Ericson pays attention to customers’ needs and satisfaction. According to Kotter, this helps anchor new approach of working in an organization. The customer’s satisfaction is rooted in the shared values and social norms into Ericson Company. Conclusion Ericsson Company adopted Kotter Model when it integrated the 4G. The company found the model beneficial through the period of change. The company used factual information to drive urgency, engaged opinion makers, and communicated the vision clearly. The company learned that
- 5. clear vision empowers workers to make right decisions. The case study about Ericsson show that Kotter’s model is critical for leader to set plan and timeframe in strategy implementation. Currently, Ericsson operates at the forefront of 5G hardware development and participate in research programs with mobile operators. References Kotter, J. (2012). Leading change. Boston, Mass: Harvard Business School Press. Kotter's. (2018). THE 8-STEP PROCESS FOR LEADING CHANGE. Retrieved from https://www.kotterinc.com/8-steps- process-for-leading-change/ Shurrab, H. (2013). The Eight-Step Change Model in Practice: A Case Study on Ericsson. Change and Knowledge Management . doi:10.13140/2.1.2139.7762