Step 5—embed the process—making changes firm-wide
Produced in partnership with Beth Pipe of Bellis Learning Solutions Ltd
Step 5—embed the process—making changes firm-wide

The following Practice Management guidance note Produced in partnership with Beth Pipe of Bellis Learning Solutions Ltd provides comprehensive and up to date legal information covering:

  • Step 5—embed the process—making changes firm-wide
  • John P Kotter's eight-stage process
  • Stage one—create a sense of urgency
  • Stage two—form a powerful guiding coalition
  • Stage three—create a vision for change
  • Stage four—communicate the vision
  • Stage five—remove obstacles
  • Stage six—create short-term wins
  • Stage seven—consolidate improvements
  • Stage eight—anchor the changes in the firm's culture

There are five key steps to improving efficiency:

  1. identify (define) what process needs improving

  2. measure the problem

  3. analyse your information

  4. improve the process

  5. control, ie embed the new process so it becomes business as usual

Management consultants often refer to this is as the DMAIC framework.

This Practice Note guides you through Step 5, ie embedding the new process to overcome the problem you identified (Step 1—identify and define the problem), have now measured (Step 2—measure the problem), analysed (Step 3–analyse what’s causing the problem) and improved (Step 4—improve the process), developing the case study followed in these Practice Notes that relate to a hypothetical firm’s new client process.

John P Kotter's eight-stage process

There are many different theories about how to implement change within an organisation, but perhaps the best known and most often referred to is John P Kotter's eight-stage model. The eight stages follow a logical process for embedding change and engaging with employees. More detailed information can be found in his book Leading Change and the Harvard Business Review paper of the same name.

For a worked example relating to our case study, see Precedent: Making changes firm-wide (worked example). A blank version is also available, see Precedent: Making changes firm—wide—blank.

Stage one—create a sense of urgency

Most people are resistant to change to some extent. We only