Leading Change: A Model for Transformation Initiatives in Today's U.S. Army?
ARMY COMMAND AND GENERAL STAFF COLL FORT LEAVENWORTH KS
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This research sought to determine the degree to John P. Kotters 1996 model of Leading Change for transforming businesses could be applied to the Armys current Transformation initiative. The research used three historical examples--Ridgways Eighth Army during the Korean War, the Pentomic Era of the 1950s, and AirLand Battle development in the 1970s-80s--as case studies to establish a basis for applying the model to military organizations. Todays Transformation Campaign was then assessed against the model. The case study analyses indicated that the Leading Change model has significant application potential for military organizations, and reinforced many of the models key points regarding the transformation process. Assessment of the current Army Transformation showed many areas in which the Campaign has aligned with Kotters model and has achieved a good deal of success over the past three years. At the same time, however, this assessment highlighted a number of areas that require review and improvement in order to solidify long-term Transformation success. The study concludes by discussing implications of these shortcomings and offering recommendations in each area for improving the Transformation Campaign.
- Military Forces and Organizations
- Administration and Management