| 1 | 1. Create a Sense of Urgency | PESTLE | Analyze current state, identify compelling opportunities/threats, and consult IT experts. | Top leadership must acknowledge the need for change. | Openly communicate the 'burning platform' and the transformation benefits. | Consult IT experts for system analysis. |
| 1 | 2. Form a Powerful Guiding Coalition | Saldanha | Assemble a cross-functional team with authority and influence to drive the transformation. | Team must have strong leadership, credibility, and a shared commitment to the vision. | Continue communications to all stakeholders. | Establish a clear governance structure and communication channels for the coalition. |
| 1 | 3. Create a Vision and Strategy | McKinsey 7-S (Strategy, Structure, Skills) | Develop a clear, compelling future vision and the strategy to achieve it. | Vision must be articulated by the CEO and other senior leaders. | Seek initial feedback from stakeholders. | Vision should inform the high-level systems architecture and technology roadmap. |
| 2 | 4. Communic ate the Vision | McKinsey 7-S (Shared Values) | Broadcast the vision and strategy throughout the organization using multiple channels. | Leaders must consistently model new behaviors and reinforce the vision. | Create a two-way communication process for feedback and questions. | Continuously refine and improve new systems |
| 2 | 5. Empower Broad-Based Action | McKinsey 7-S (Systems) | Remove obstacles and encourage employees to take initiative. | Managers must be trained to coach and support their teams through the change. | Managers should continue open communication | Review/adjust systems (e.g., performance management) and implement new tools/processes to empower employees. |
| 2 | 6. Generate Short-Term Wins | Saldanha (Middle Managers) | Plan for and celebrate early, visible successes. | Leaders align wins to overall change goals | Publicly recognize and reward teams/individuals, especially middle managers. | Establish clear metrics and dashboards to track progress and report on wins. |
| 2 | 7. Consolidat e Gains and Produce More Change | McKinsey 7-S (Staff, Style) | Use credibility from wins to tackle more complex issues; continue collaboration. | The guiding coalition must remain active and focused on long-term goals. | Share successes and continue open communication for teams. | Continuously refine and improve new systems and training based on feedback and performance data. |
| 3 | 8. Anchor New Approache s in the Culture | Saldanha, McKinsey 7-S (Shared Values, Systems, Style) | Make the new behaviors and practices part of the day-to-day operations and culture. | CEO and senior leaders must champion the new culture and hold people accountable. | Incorporate transformation success stories into onboarding and training programs. | Ensure Systems reinforce the new Shared Values and Style of leadership. |
