Step 5—Making changes across the organisation
Produced in partnership with Beth Pipe of Cumbrian Rambler Ltd
Step 5—Making changes across the organisation

The following Life Sciences guidance note Produced in partnership with Beth Pipe of Cumbrian Rambler Ltd provides comprehensive and up to date legal information covering:

  • Step 5—Making changes across the organisation
  • 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
  • Step four—Communicate the vision
  • Step five—Remove obstacles
  • Step six—Create short-term wins
  • Step seven—Consolidate improvements
  • Step eight—Anchor the changes in corporate 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 changes to solve the problem you identified in step 1 and have now measured, analysed and improved. This Practice Note will develop the case study followed in Practice Notes: Step 1—Identify and define the problem, Step 2—Measure the problem, Step 3—Analyse what’s causing the problem and Step 4—Improve the process. That case study relates to a hypothetical organisation’s due diligence 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 “Leading Change” book and Harvard Business Review paper of the same name.

For a worked example relating to our case study see Precedent: Eight steps to change—case study—example.

Stage one—Create a Sense of Urgency

Most people are resistant to change to some extent. We usually make