When Mike left to another division, the changes he made evaporated when the Jack Greely, took over as the new division vice president. According to Kotter, anchoring change requires sufficient time be taken to ensure that the next generation of management personifies the new approach. Mike did not ensure that his methods and procedures become part of the corporate culture...
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Mike did not ensure that his methods and procedures become part of the corporate culture. One reason was that as a supervisor, he had limited scope in effecting corporate-wide change. This explains his struggles and failures when he returned to the same division six months later. In Leading Change, John Kotter identifies the eight common transformation errors that management makes when trying to effect change in an organization...
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