Kotter 8-Step Step 8 - Institute Change (Anchor New Approaches in the Culture). Create better performance through customer + productivity-oriented behaviour + more and better leadership + more effective management + articulate connections between new behaviours and organisational success + develop means to ensure leadership development and succession. Culture change comes LAST not first (Kotter is explicit) - it follows from behaviour change which follows from new ways of working which follows from new structures + systems. Culture is hardest to change because it is invisible + sub-conscious + reinforced by selection + reward + promotion. Methods: storytelling (recount transformation journey) + onboarding (induct new hires into new culture) + succession planning (next-generation leaders are change leaders) + performance management (new behaviours rewarded) + visible exemplars (leaders living the values) + symbols + rituals + artefacts + cross-generational coaching. Common failure: relying on culture-change programs without underlying behaviour change + leadership succession to incumbents who do not embody new culture + neglecting onboarding + abandoning new behaviours under pressure + reverting to old reward systems. Output: new ways of doing things stick + cannot easily be reversed + are taken-for-granted norms.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.