Applying Kotter to a Service Transformation

Applying Kotter to a service transformation means using a structured change approach to create urgency, mobilise a guiding coalition, communicate the vision and embed new service behaviours. Transformation is governed as a business change involving leadership, behaviour, process and operating model, not treated as a technology installation.

• Build an evidence-based case for change. Announcing change without urgency is a named pitfall; urgency should rest on evidence rather than assertion.
• Form a credible guiding coalition. Relying on one sponsor is risky. Sponsor participation is the first measure to baseline, with agreement on who can act if it moves in the wrong direction.
• Create visible short-term wins. In the article's example, a programme starts with one high-friction value stream, demonstrates a quick win and uses the evidence to widen participation. Where ownership crosses boundaries, keep short-term wins on the shared agenda and the resulting commitments visible.
• Anchor new behaviours in management routines. Declaring victory after launch is a common mistake. Track adoption milestones and the persistence of new behaviours to confirm the change has stuck, and review results with delivery teams and affected consumers, because operational success and experienced value can diverge.