Business Improvement

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1 Business Improvement and Creativity Student’s Name Institution Course Instructor Date

2 Business Improvement and Creativity Social media platforms have revolutionised the way people communicate and connect. Among these platforms, Twitter has become one of the most popular and influential tools for sharing ideas, opinions, and news worldwide. However, in a rapidly changing digital landscape, Twitter has faced intense competition and the need to adapt and innovate to remain relevant continuously. Over the years, Twitter has undergone several changes and improvements to enhance its platform, increase user engagement, and maintain its position as a leader in social media. These changes have included introducing new features such as Moments, an algorithmic timeline, and expanding the tweet character limit. The success of these changes has been critical for Twitter’s growth and continued relevance. This portfolio critically evaluates the relationship between theory and practice in Twitter’s change management process, specifically using the Kotter 8 steps framework. Besides, this analysis explores how Twitter has effectively implemented changes to its platform and evaluates the suitability and effectiveness of the Kotter 8 steps model in this context. Ultimately, this portfolio will provide recommendations for sustained improvement and success in Twitter’s change management process. Literature Review Change Management Change management refers to the processes, tools, and techniques to manage and support organisational change. Changes in strategy, structure, technology, procedures, and culture are just a few examples of the various ways that an organisation might change (Miles et al., 2023). Managing change is important because it can help organisations to stay competitive, respond to market changes, and improve organisational performance (Harrison et al., 2021). The modern, fast-paced corporate world demands effective change management.

3 Organisations must adapt quickly to changing market conditions, customer demands, and technological advancements. Change management involves implementing changes and preparing employees and stakeholders for the change, and addressing any resistance or challenges that may arise during the change process. Several change management models and frameworks have been developed, including the ADKAR, Lewin’s Change Management, and the Kotter 8 Steps Model (Radwan, 2020). These models provide a structured approach to managing change and can help organisations to overcome resistance, communicate effectively, and achieve sustained improvement. It is crucial to understand that change management is an ongoing process rather than a one-time occurrence. Organisations must continuously analyse their surroundings and adapt to changing circumstances to be competitive and achieve long-term success (Harrison et al., 2021). Effective change management requires strong leadership, clear communication, and a commitment to continuous improvement. Kotter 8 Steps Framework Professor John Kotter of Harvard Business School devoted years to studying and writing about change management. A well-known framework for managing organisational transformation is Kotter’s 8 Steps. To successfully implement change, the framework’s eight phases must be completed in that order (Radwan, 2020). These steps are as follows: Establish a sense of urgency : Leaders must instil a sense of urgency to inspire workers and stakeholders to support the change. A vital first step in any change management attempt is to instil a feeling of urgency (Radwan, 2020). Leaders must effectively convey the reasons for change and instil a feeling of urgency in employees and stakeholders to support the change effort. This can be accomplished by emphasising the change’s possible hazards and possibilities, such as market shifts, competition threats, or developing technology. Leaders must also articulate the possible benefits of the change and how it will help the firm

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4 achieve its strategic goals. Leaders may push staff to take action and drive the change effort ahead by instilling a feeling of urgency. Without a sense of urgency, employees may resist change or lack the motivation to take action. Create a vision for change : A clear and compelling vision for the organisation’s future state should be created to guide the change effort. Creating a clear and compelling vision for change helps to provide a roadmap for the change effort. A good vision should be connected with the organisation’s values, mission, and goal and conveyed to all stakeholders clearly and consistently (Radwan, 2020). It should also inspire and guide the future of the organisation. A well-crafted vision may instil a feeling of purpose in employees and drive them to work together toward a common goal. Including key stakeholders in the vision creation process is critical to guarantee buy-in and commitment to the transformation endeavour. Communicate the vision : To guarantee that everyone is on the same page and working toward the same objective, the vision should be conveyed to all stakeholders. Communicating the vision is critical to ensuring all stakeholders are aligned and working towards the same goal (Harrison et al., 2021). Leaders should be upfront about the reasons for the change and how it corresponds with the organisation’s strategic goals. They should also utilise various communication channels to ensure that all stakeholders and workers understand the vision. Empower others to act on the vision : Employees should be empowered to take action toward achieving the vision. Empowering employees to act on the vision is essential for driving change and achieving success (Burk-Rafel et al., 2020). For workers to take charge of the change effort and make choices consistent with the vision, leaders must give the required tools, training, and support. This may promote an environment where employees are encouraged to share ideas and take action to further the company’s objectives.

5 Create short-term wins : Small victories should be celebrated to build momentum and demonstrate progress towards the vision. Celebrating short-term wins is important for building momentum and maintaining employee motivation during the change effort. Leaders should identify and celebrate small victories demonstrating progress towards the vision, such as achieving project milestones or meeting customer satisfaction targets. This can help to build confidence in the change effort and generate excitement among employees and stakeholders. Consolidate gains and produce more change : The gains made should be consolidated and used as a platform for further change. To ensure that the change effort is sustained and builds on prior accomplishments, it is crucial to consolidate benefits and use them as a foundation for ongoing change. Leaders should assess their performance, pinpoint development opportunities, and create plans for maintaining the momentum they have already accomplished (Radwan, 2020). Viewing change as a continual process rather than a one-time occurrence helps foster a culture of creativity and continuous development. Anchor new approaches in the organisation’s culture : To achieve long-term success, the new working methods should become ingrained in the organisation’s culture. For the change effort to be sustained and to achieve long-term success, new approaches must be anchored in the organisational culture. To guarantee that the new working methods align with the organisation’s strategic goals, leaders should seek to integrate them into the organisation’s values, norms, and behaviors (Harrison et al., 2021). This may contribute to developing an innovative and constant improvement work environment where staff members are encouraged to adopt fresh perspectives. Several studies have shown that organisations that follow the Kotter 8 steps model have a higher success rate in implementing change than those that do not. For example, a study by Burk-Rafel et al. (2020) found that organisations that followed the Kotter 8 steps

6 model had higher employee commitment and satisfaction levels, leading to higher performance and innovation. Similarly, a study by Haas et al. (2020) found that organisations that followed the Kotter 8 steps model had a higher success rate in implementing major change initiatives than those that did not. However, while the Kotter 8 steps model has been widely praised for its clear and concise steps, some critics have argued that it may not suit all changes or organisations (Harrison et al., 2021). For example, some have suggested that the model may be too linear and rigid, which may not be appropriate for complex or rapidly changing environments. Additionally, some have argued that the model may be too focused on top-down leadership, which may not be effective in organisations that value employee participation and collaboration. Theory – Academic Factor Review The Kotter 8 steps model has been widely used and researched in academic and practical contexts. The model has been praised for its clear, concise steps that employees and leaders can easily understand. Several studies have shown that organisations that follow the Kotter 8 steps model have a higher success rate in implementing change than those that do not. One critical factor that makes the Kotter 8 steps model effective is the focus on creating a sense of urgency. According to Ong and Walker (2022), establishing a sense of urgency is essential in any change management process because it helps employees understand why the change is necessary and encourages them to take action. Another critical factor is the involvement of employees in the change process. Kotter emphasises the need for broad-based movement and short-term wins to create momentum and build employee confidence. Case Application of the Theory Twitter is a prime example of an organisation undergoing significant change in recent years. The company has faced intense competition from other social media platforms and has

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7 had to adapt its business model to remain relevant. One major change Twitter has undergone is the introduction of algorithmic timelines, which personalise the content users see on their feeds (Novak et al., 2021). This change was implemented in response to user feedback and has helped to improve user engagement and satisfaction. Using the Kotter 8 Steps framework, Twitter’s change management process can be analysed as follows: Establish a sense of urgency : Twitter recognised the need to remain competitive in the social media market and responded to user feedback by introducing algorithmic timelines. In the ever-evolving world of social media, companies need to stay ahead of the curve and remain competitive. Twitter recognised this need and responded to user feedback by introducing algorithmic timelines (Prabhu et al., 2021). This move was necessary to keep up with other social media platforms and provide a more tailored experience for its users. By creating a sense of urgency around the need to innovate and improve, Twitter made a timely and impactful change that ultimately improved user engagement and satisfaction. Form a powerful coalition : A team of executives and key stakeholders led the effort to introduce algorithmic timelines, and they received support from employees and users. Introducing algorithmic timelines on Twitter was not a solo effort. A team of executives and key stakeholders spearheaded the initiative, receiving support from employees and users (Prabhu et al., 2021). This powerful coalition was crucial in bringing change and ensuring a smooth transition to the new system. The collaboration and unity of this team allowed for a successful implementation of the algorithmic timelines. Create a vision for change : Improve user engagement and satisfaction by personalising the content users see on their feeds. The vision behind introducing algorithmic timelines on Twitter was to provide a more personalised experience for users (Novak et al., 2021). By curating content based on individual user behaviour and interests, Twitter aimed to

8 improve user engagement and satisfaction. The vision was to make Twitter a more enjoyable and relevant platform for its users, leading to increased usage and growth. Communicate the vision : The vision was communicated to employees, stakeholders, and users through blog posts, announcements, and other communications. Empower others to act on the vision : Employees were given the resources and authority to implement the changes required to introduce algorithmic timelines (Novak et al., 2021). Create short-term wins : The introduction of algorithmic timelines was celebrated as a success and received positive user feedback. Consolidate gains and produce more change : Twitter continued to refine the algorithmic timeline feature and introduced other changes to improve user experience (Prabhu et al., 2021). Anchor new approaches in the organisation’s culture : Algorithmic timelines and other features have become a standard part of Twitter’s business model and culture (Novak et al., 2021). Theory – Practical Application The Kotter 8 Steps framework can be applied to guide change management efforts in various contexts. The framework should be modified to match the particular needs and culture of the company because it is not a one-size-fits-all solution. Additionally, the Kotter 8 Steps framework should use other tools and approaches to address power, politics, and organisational culture issues (Burk-Rafel et al., 2020). To apply the Kotter 8 Steps framework effectively, organisations should consider the following best practices: Engage stakeholders in the change process : Change efforts are more likely to succeed if stakeholders are actively involved in planning and implementation.

9 Communicate the vision clearly and consistently : Employees and stakeholders should be informed about the vision for change and its progress. Celebrate small victories : Short-term wins can help build momentum and maintain employee motivation. Address issues of power and politics : Change efforts can be influenced by issues of power and politics within the organisation. These issues should be acknowledged and addressed to ensure success. Although the Kotter 8 steps framework has effectively managed change in various organisations, it is not a one-size-fits-all solution. The framework’s success depends on several factors, including the organisation’s culture, leadership, and employee buy-in. Additionally, the Kotter 8 steps model may not be suitable for all changes (Burk-Rafel et al., 2020). For example, it may not be appropriate for changes that require a rapid response or those outside the organisation’s control, such as changes in government regulations or market conditions. Therefore, it is essential to carefully assess the suitability of the Kotter 8 steps model for each change initiative and adapt it as needed. For example, organisations may need to modify the framework to suit their unique culture or circumstances. Additionally, organisations may need to provide additional training and support to employees to ensure their buy-in and active participation in the change process. Conclusions & Recommendations In conclusion, the Kotter 8 Steps framework provides a useful guide for managing organisational change. The framework strongly emphasises the necessity of instilling a feeling of urgency, assembling a group of allies, and effectively and consistently expressing the vision. However, the framework should be used with caution and adapted to suit the specific needs and culture of the organisation. Additionally, other tools and approaches

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10 should be used with the Kotter 8 Steps framework to address power, politics, and organisational culture issues. Based on the analysis of Twitter’s change management process using the Kotter 8 steps framework, it is clear that the model can effectively manage organisational change. Twitter successfully implemented the algorithmic timeline change by following the steps sequentially and continuously monitoring and improving the new approach. Therefore, organisations can use the Kotter 8 steps model to manage change. However, to ensure the change initiative’s success, organisations must provide additional training and support to employees and adapt the framework to suit their unique culture and circumstances. Additionally, organisations should carefully assess the framework’s suitability for each change initiative and modify it to ensure its effectiveness.

11 References Burk-Rafel, J., Harris, K. B., Heath, J., Milliron, A., Savage, D. J., & Skochelak, S. E. (2020). Students as catalysts for curricular innovation: A change management framework. Medical Teacher , 42 (5), 572-577. https://doi.org/10.1080/0142159X.2020.1718070 Haas, M. R., Munzer, B. W., Santen, S. A., Hopson, L. R., Haas, N. L., Overbeek, D., & Huang, R. D. (2020). # DidacticsRevolution: Applying Kotter’s 8-Step Change Management Model to Residency Didactics. Western Journal of Emergency Medicine , 21 (1), 65. https://doi.org/10.5811/westjem.2019.11.44510 Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership , 85-108. https://www.tandfonline.com/doi/full/10.2147/JHL.S289176 Miles, M. C., Richardson, K. M., Wolfe, R., Hairston, K., Cleveland, M., Kelly, C., & Pruitt, Z. (2023). Using Kotter’s Change Management Framework to Redesign Departmental GME Recruitment. Journal of Graduate Medical Education , 15 (1), 98-104. https://doi.org/10.4300/JGME-D-22-00191.1 Novak, J., Cui, Y., Frankel, P., Sedrak, M. S., Glaser, S., Li, R., & Amini, A. (2021). Growth of the social# RadOnc network on Twitter. Practical Radiation Oncology , 11 (3), e263-e266. https://doi.org/10.1016/j.prro.2020.09.008 Ong, S. Y., & Walker, A. (2022). Using Kotter’s 8 steps of change to tackle over‐fasting of children attending day surgery. Pediatric Anesthesia , 32 (11), 1238-1245. https://doi.org/10.1111/pan.14499

12 Prabhu, A. V., Beriwal, S., Ahmed, W., Ayyaswami, V., Simcock, R., & Katz, M. S. (2021). # radonc: Growth of the global radiation oncology Twitter network. Clinical and Translational Radiation Oncology , 31 , 58-63. https://doi.org/10.1016/j.ctro.2021.09.005 Radwan, A. (2020). Lead transformational change, minimize resistance with 8‐step model. Dean and Provost , 21 (7), 1-5. https://doi.org/10.1002/dap.30693

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