INDEA 8 STEPS FOR INVOLVING CHANGE
INDEA's change model has its origins in Harvard professor Dr. John P Kotter's model for change management. When I worked at INDEA (an management consulting firm in Stockholm that I worked for for ten years) and started using Kotter's model, I and my colleagues discovered early on that it didn't fully translate because of the cultural differences between the United States and Sweden.
To turn an idea into a new way of working into truly changed behavior requires a well-thought-out change process and pedagogy. At INDEA, we were (and still are) convinced that real involvement of managers and employees who are affected is a prerequisite for good decisions in the change project and for managers and employees to shoulder responsibility for implementing the change.
INDEA's change model has its origins in Harvard professor Dr. John P Kotter's model for change management. Kotter's model "eight steps for leading change" is the result of more than 30 years of research and has since its introduction in 1996 become one of the most recognized and proven models of change (Read more here!). When we started using Kotter's model at INDEA, we discovered early on that it does not fully take into account the cultural differences between the United States and Sweden. The consequence of this cultural difference is, in our opinion, that Kotter underestimates Swedish employees' need to be involved in the change process.
INDEA's CEO Thomas Krook at the time and I made an adaptation of Kotter's model to the Swedish management culture, which has resulted in “INDEA's change model”. During the time I was at INDEA, we were able to state in a number of change projects that the modified Kotter model really works for Swedish conditions.