The relevance of Kotter's eight-step model in understanding organisational change at Nokia Siemens Networks (Kenya)
The global business environment is increasingly getting more competitive and challenging for business firms and the response to these challenges cannot be uniform due to different political, economic, social, technological, environmental and legal factors faced in different countries where they operate. Kotter (1996) argued that for a change to be successfully implemented it must follow a particular order although several steps can be executed at the same time. If this order is not followed, the desired change may not be visible in the expected duration, manner, or may fail altogether. This study sought to determine the relevance of Kotter's Eight-Step model in understanding organizational change at NSN (Kenya). The choice of this study was brought about by the need to understand how global firms like NSN with branches across the world, would manage organizational change at the branch level. This research was a case study of NSN (Kenya). Primary data was collected using an interview guide, which was administered by the researcher. The findings of this study established that the Kotter's Eight-Step model is relevant in understanding organizational change at NSN (Kenya). From the research find ings, the first three steps namely Establishing a Sense of Urgency, Creating the guiding coalition and Developing a vision and Strategy based on Kotter's model had been successfully completed. The next four steps namely Communicating the change vision, Empowering Employees for Broad-based action, Generating Short-term Wins and Consolidating Gains and Producing more Wins were in different levels or stages of completion. The eighth and last step, which entails Anchoring new approaches in the culture, had not yet been started. Key words: Kotter, Eight-Step, Model, Relevance, Organizational Change, Nokia Siemens Networks.