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ABSTRACT: In this paper I will address three methods of organizational-level change cases, two will be successful changes and one will be an unsuccessful change case. The paper will examine real world cases and discuss reasons for failure and success in the organizations. There will be some comparison as to what went wrong with one company and what another company did well to succeed. The paper will share how Kotter’s eight step method was used and not used. INTRODUCTION: There are several ways to implement organizational change, for the most part it is to think things are going along as they should, only to find out months or even years later that change is not or will not work. Kotter is way is one way to ensure that the strategy systematically guided through each stage of the change process, cannot be rushed, and must be supported from the top down and vice versa to keep the transformation going forward. Many people need to be involved with the change process, no longer can one person do it by themselves. Good leadership will be the driving force in success or failure of the organization. SESSION 1: 1. Establishing a sense of urgency: With complacency high, urgency will be low in an organization. By creating a visible crisis in the organization will cause employees to scramble to solve the problem, at the same time put people on notice that all is not going well within the organization. Leaders must work on holding people accountable for their actions. Front load people with tasks that are already known cannot be completed (Isaksson, 2020). Keep personnel up to date with information and don’t be afraid to tell people the truth while creating an environment where people can freely

talk amongst themselves. “A majority of employees, perhaps seventy five percent of management overall, and virtually all of the top executives need to believe that considerable change is absolutely essential” (Emerg, 2020). 2. Creating the Guiding Coalition: No organization starts out with the intension to fail, some start out better than others. In retrospect running a business is harder than many think. Those that skill level expertise occasionally start out with the idea that they have it all figured out even when it looks like it is moving along with no mishaps is usually when things start crumbling down and not because or a specific skill failure but usually because something went quite wrong during the organizational change method applied inadequately and by the time it surfaces it is either too late to do something about it or people do not adequately know or care about fixing the problem.

UNSECCEESFUL CHANGE CASE: Case in point, Finnish telecommunication giant Nokia. It was founded in 1865 as a paper mill company the moved around numerous industries before settling on mobile phones. Its journey in telecommunications in 1990 and by 1998 Nokia was the best-selling mobile phone brand in the world. Nokia 3g phones were superior and could take pictures, capture video, and browse the internet, they had the first phone with built in camera (Mengi, 2020). Nokia began having problems when they had a big phone recall due to battery issues and partnering with iPhone did not help. Change management within the organization is the leader’s responsibility to lead through the changing phase. It is imperative that the employees of the organization make the change happen. The Nokia company failure is what happens when leadership resists change. As the external telecommunications market was moving forward Nokia failed to keep up with it. When the iPhone was invented Nokia ignored the threat it imposed, then Google introduced the Android phone in 2008. Nokia’s leadership did not see the Android phone as advancement and did not make it a significant change to their midlevel leaders. After realizing the mistake, Samsung and Apple had already made an impact on the market (Kaur, et al. (2022). Nokia’s employees did not communicate the problems because of rigid management would not listen. Nokia enjoyed customer loyalty and thought they were too big to fail. Internally Nokia had too many managers with equal power that led to power struggles in many departments and the destruction in others. Some executives left Nokia and others lost trust in management while others became insecure about their jobs and started hiding important information. Engineers refused to tell the truth to

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the higher management believing it was useless at this point. There was a total coalition breakdown as employees failed to connect with each other (Kotter, 2012). REFERENCES: Emerg, W.J. (2020). Didactics Revolution: applying Kotter’s eight step change management model to residency didactics. PMC PubMed Central , 21(1), 65-70, doi://10.5811/westjem.2019.11.44510 Isaksson, R. (2020). Creating a sense of urgency for sustainable development-testing two system models. Journal of Cleaner Production , 227, 1173-1184, http://doi.org/10.1016/j.jclepro.2019.04.177 Kaur, J.; Agrawal, S., Devi, P. B.; Chaudhari, N. (2022). Kotter, J. P. (2012). Leading Change , Harvard Business Review Press, pp. 53.

Mengi, N. K. (2020). Impact of mobile phones on camera: a review of new era of photographic outbreak on industry and mankind . PalArch’s Journal of Archaeology of Egypt/Egyptology , 17(6), 2020-12-0.

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