Interviewees appeared to be aware that although some minor changes have become apparent the road to successful implementation of change is lengthy. Interviewees did not specifically mention that more change had been created in the process and it can be said that the firm has not successfully reached this step in the process. 4.2.8Institute Change Change will not stick until it is “the way we do things around here” (Kotter, 1995). All interviewees expressed that the firm had not reached the eighth step in the process. It is too soon to say, this is a marathon, and we are just starting.
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30 Chapter 5 5Conclusion In order to answer the research question “How does the 8-step Kotter process support the implementation of a strategy within a consultancy firm?” interviews were conducted with selected employees involved in the implementation process at the firm. Following, this thesis demonstrates how the 8-step Kotter process supported the implementation process at the firm. The 8-step Kotter process was used as guidelines in the implementation process. The results suggest that the firm attempted to follow the steps while being mindful of the important tasks to complete. However, it appears that some steps had been underestimated. It began when the four projects were selected as priorities. When looking back, all interviewees agreed that one specific project did not have the urgency needed to make the real change effort, and, in fact, later in the process, the project was dismissed. This highlights Kotter’s (1996) ideas regarding true urgency, which he stressed to be the most important task in the process. Creating the guiding coalition group appeared to have been a success as well as creating the vision in step three. However, creating a group is one thing and activating it is another, the same goes for the vision. It appears that the vision was clear, but when it came to communicate the vision the firm failed miserably. Interviewees all acknowledged that the firm had not communicated the vision nor the strategy well enough to the employees and that was underlined with the results of the survey conducted amongst employees at the firm. It can be concluded that this affected the process enormously. Interviewees explained that doubt existed amongst employees which could have been prevented with the right presentation of the strategy. Kotter (1996) explains that if a vision is under-communicated, it is utterly useless and, according to Speculand (2009), it is the unknown which most often makes people resist change. The firm under-communicated the vision of the strategy which resulted in employees resting the change. Step four was not effectively executed according
31 to the results, and it can be concluded that it affected next steps in the process.