Coca-Cola Company is one of the most successful companies in the world. However, the company is committed to meeting the needs of the consumers, responding to, and anticipating rapid shifts in consumer tastes and preferences. In provoking this change, there is the need for the employees to understand its importance to the organization (Appelbaum, 2012). In the facilitation of change, some steps will be followed since the model adopted is the Kotter change model. The creation of a sense of urgency where the stakeholders are provided with information on why the change is important. Therefore, the management provides insight into the need to meet the consumers' tastes and preference. The creation of coalition occurs after the sense of urgency has been established (Kotter, 2012). The management will identify the right people in the organization with different skill sets and delegating duties in line with the project.
The management develops a change vision and strategy that is integral to the success of the change. It involves identification of areas of change and providing cleat and realistic targets used to measure success. The communication of change vision is crucial since the employees and managers are important in the implementation of the change (Appelbaum, 2012). Therefore, the rest of the organization understand and accept the need for change. It is achieved by capturing the minds of the employees. Coca-Cola stresses on the need to remain the best company in its category. The management and the guiding coalition are tasked with empowering broad-based actions, which involves removing obstacles that do not support the change vision (Kotter, 2012). It is the implementation phase. For the change effort to be sustained over long-term, there is the need for the generation of short-term wins. In the prevention of the company, sliding into complacency the guiding coalition and management consolidates gains and implement more change. It can be achieved by giving rewards to employees who support the change in their performance. Lastly, the change is anchored in the culture, which ensures that change is part of the company.
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References
Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development , 31 (8), 764-782.
Kotter, J. P. (2012). Leading change . Harvard business press.
