After years of constant pivots, employees' willingness to support change has collapsed and “change fatigue” is taking a toll.
A recent Gartner survey revealed that only 38% of employees say they’re willing to support enterprise change. That means even “good” initiatives stall before they even gain traction.
Why is this the case? Most teams aren’t resisting the idea of change; they’re exhausted by the way leadership is handling it.
That’s why proven change management models are so valuable. They give leaders a repeatable framework to guide their teams through disruption without wearing them out.
And the payoff is measurable: organizations that integrate structured change management are 47% more likely to meet their objectives than those that wing it.
So where do you start? In this guide, I’ll give you a side-by-side comparison of proven change management models, when to use each, common pitfalls to avoid and real-life examples.
A change management model is a framework that helps organizations manage the human side of change. It provides a step-by-step approach to move teams from where they are now to where they want to be.
These models typically come with clear stages, defined roles, communication plans and training programs. They focus on adoption, which is about making sure people don’t just know about the change but actually embrace it.
Progress is tracked through specific measures so leaders can see what’s working and where resistance lingers. Unlike project roadmaps, which outline what changes will occur, these models address how people adapt to change.
Teams use change management frameworks to get leadership buy-in, involve stakeholders early, overcome resistance and monitor progress.
Stakeholder engagement is the first mile of any change management process. As Uku Sööt said:
“The one thing you absolutely can't skip is engaging people early. Even with the most robust change model, Prosci's ADKAR®, Kotter or any hybrid, you must involve stakeholders from the beginning. Change doesn't succeed because the model is perfect; it succeeds because people understand it, buy into it, and have the tools to move through it.”
This early engagement principle applies regardless of which framework you choose. To see how to put it into action, check out our guide on building a practical stakeholder engagement plan, along with tips and ready-to-use templates.
As John P. Kotter famously wrote in the Harvard Business Review:
“Management is about coping with complexity. Leadership, by contrast, is about coping with change. More change always demands more leadership.”
That’s relying on intuition during a major organizational shift is a recipe for failure. For change to succeed, you need vision, strong communication and the skills to inspire confidence even when things are most uncertain.
Change management models give leaders exactly that—a playbook to deliver results, instead of reinventing the wheel every time.
Here’s why they matter:
Before I dive into each model, I’ll break down the most popular models, when to use them and what benefits they deliver.
Use this list of change management models to match the right approach with your organization’s needs.
| Model | Best Use Case | Key Benefits |
| ADKAR (Individual-focused) |
Skills-based changes: new systems, processes or tools where people need to learn new behaviors | - Provides a step-by-step roadmap for individuals.
- Identifies specific blockers to adoption. - Tracks progress with measurable milestones. - Reduces resistance by building understanding. |
| Kotter's 8-Step (Leadership-driven) |
Large-scale transformations: cultural shifts, restructuring or major strategic pivots | - Aligns leaders around a common vision.
- Creates urgency and momentum for change. - Builds a strong coalition to drive initiatives. - Embeds change into the culture for sustainability. |
| Lewin's 3-Stage (Simple & practical) |
Straightforward changes: process improvements, policy updates or departmental restructuring | - Makes change easy to understand and apply.
- Works effectively for small to medium initiatives. - Deploys quickly with minimal effort. - Requires little to no training to implement. |
| McKinsey 7-S (Systems-thinking) |
Complex organizational change: when multiple elements need to align: strategy, structure, systems and culture | - Provides a holistic view of the organization.
- Identifies interconnections across key elements. - Prevents gaps and misalignment during change. - Bridges strategy with daily operations. |
| Bridges' Transition (Emotion-focused) |
High emotional impact: layoffs, mergers, role changes or leadership transitions | - Focuses on the emotional journey of employees.
- Helps people let go of the past and move forward. - Reduces anxiety and uncertainty during transitions. - Builds psychological safety for teams. |
| Satir Change Model (Process-focused) |
Understanding change dynamics: when you need to anticipate and manage the natural stages of transformation | - Predicts natural performance downturns during transformation.
- Helps leaders time interventions effectively. - Normalizes the ups and downs of the change journey. - Manages employee expectations with clarity. |
| Kübler-Ross Change Curve (Grief-based) |
Loss-related changes: downsizing, restructuring or when people are losing something they value | - `Validates emotional responses to loss.
- Provides a clear roadmap through the stages of grief. - Helps leaders support employees appropriately. - Reduces stigma around negative reactions. |
| Maurer 3 Levels of Resistance (Resistance-focused) |
High resistance situations: when previous changes failed or there's strong opposition to new initiatives | - Diagnoses the root causes of resistance.
- Tailors approaches to the type of resistance faced. - Addresses both rational and emotional concerns. - Builds trust and understanding with employees. |
| Nudge Theory (Behavioral economics) |
Voluntary behavior change: when you can't mandate change but need people to adopt new habits | - Encourages behavior change without coercion.
- Preserves individual choice and autonomy. - Applies insights from behavioral science. - Delivers cost-effective implementation. |
| Agile Change (Iterative approach) |
Fast-changing environments: tech companies, startups or uncertain conditions where you need to adapt quickly | - Enables rapid iteration and learning.
- Adapts flexibly to shifting conditions. - Incorporates early feedback for improvement. - Reduces risk through small, testable experiments. |
Not every change needs the same approach.
Each change management model comes with a different lens and works best in specific situations.
Some focus on individual adoption, others guide large-scale transformation.
Below, I’ll break down the most widely used models so you can choose the right one for your change.
Jeffrey Hiatt from Prosci developed the ADKAR model after recognizing that successful organizational change depends on individual change. After studying hundreds of change initiatives,
Hiatt identified five critical building blocks:
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What makes ADKAR different is its focus on the individual journey rather than organizational processes. People need to complete each step before moving forward to the next one.
ADKAR excels when individual adoption drives overall success.
A large health system used the ADKAR model to move nurses from primary to team-based care during the pandemic.
Leaders built awareness and desire first, then taught the new roles. After that, they guided, corrected and supported employees as they practiced the new routines. The result was a fast transition with consistent adoption across units.
According to Prosci, banks and financial firms find success using ADKAR for compliance rollouts. The framework delivers better results when supervisors provide one-on-one coaching rather than just broad communications.
Prosci’s research shows projects with effective change management are far more likely to succeed. Studies also show people want different information from different leaders; they prefer hearing about personal impacts from their direct manager but want the big picture from senior executives.
Change Adaptive’s analysis revealed that ADKAR works best as a starting point for organizations that are new to change management. It covers the essential steps and helps build early momentum. However, for complex, enterprise-wide transformations, ADKAR alone may not be enough. Larger initiatives often require more comprehensive planning and strategy than the five-step model provides.
Dr. John Kotter developed his 8-step framework in 1995, following decades of studying organizational transformations. Leaders can use his approach as a framework to drive change, build urgency, create coalitions and establish new behaviors in the company.
Kotter spent years watching how leaders and organizations handled major changes. He noticed patterns in what worked and what didn't, then turned those insights into an eight-step roadmap that helps teams navigate transformation more effectively.
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This approach works best for major organizational overhauls where leadership needs to guide change from the executive level down. Coty Inc., a global beauty company, applied Kotter's principles during a period of rapid growth.
They got more than 2,000 employees actively involved as change champions, which helped them cut $39 million from supply chain expenses in their first year. The Kotter model excels in company-wide culture changes and situations where executive visibility and quick victories are essential.
According to Prosci’s research, Kotter’s 8-step change model gives leaders a clear sequence to follow, making complex changes more manageable. It puts leadership front and center while building momentum through early successes that keep people engaged.
However, the research points out some drawbacks too. The model gives you the big picture but lacks detailed guidance on how to implement it. Its rigid step-by-step structure can be too inflexible for companies operating in fast-changing environments.
The heavy focus on senior leadership can also leave lower-level employees feeling disconnected from the change process.
In the 1940s, Kurt Lewin created his three-phase change framework:
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This German-American social psychologist pioneered research in group dynamics and organizational development. His approach helps teams guide people away from old habits, try new methods and lock in those changes.
Lewin also emphasized balancing forces that drive change against those that resist it, using clear communication and training to build necessary skills. His method works systematically: preparing people for change, implementing new behaviors and reinforcing changes to prevent backsliding.
A major retail company applied Lewin's approach when introducing a new inventory management system. They began by explaining the benefits and addressing employee worries, provided thorough training, then supported the new processes with ongoing reinforcement.
Nissan used this model during their financial crisis, with Carlos Ghosn building cross-functional teams, creating detailed change strategies and boosting employee participation through clear communication and encouragement.
Lewin’s change management model’s main strength is its straightforward approach. People can easily grasp what the three phases mean, regardless of their experience level. This clarity reduces confusion during planning and helps teams concentrate on essential objectives.
However, it identifies several concerns. This model works best for smaller initiatives rather than major organizational overhauls. It also doesn't account for the complex realities of modern organizations, including power dynamics and political factors that significantly influence change outcomes.
That’s not all. Critics argue the model lacks detailed implementation guidance and assumes organizations can maintain stable conditions for extended periods, which conflicts with today's fast-paced business environment.
Robert Waterman and Tom Peters created the McKinsey 7-S framework in the 1970s to examine how seven connected organizational factors affect a company's capacity for change.
The 7S stands for Strategy, Structure, Systems, Shared Values, Skills, Style and Staff. This model helps leaders evaluate how well their organization is aligned during transitions.
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The framework groups these elements into "hard" and "soft" categories, placing shared values at the center because they significantly influence all other components. When leaders adjust one element, it triggers changes throughout the organization to keep things working effectively.
According to the Corporate Finance Institute, the model performs well during major organizational changes where several elements need adjustment simultaneously.
Organizations apply it for mergers, digital transformations, restructuring and strategic overhauls where one change ripples through many areas.
McDonald's successfully applied the 7-S framework during their digital transformation initiative. When they acquired Dynamic Yield in 2019, it allowed them to implement AI-powered personalization that improved customer experience and operational performance.
McKinsey research highlights the framework’s main strength: it gives a complete view of how organizations function and how different parts connect to drive successful change.
However, the model performs better in stable environments but struggles in fast-changing industries. It focuses on internal factors while overlooking external forces like market trends and competition.
While the interconnected elements make the McKinsey model comprehensive, it also adds complexity. Evaluating multiple related parts takes time, which can slow down decision-making.
In 1991, William Bridges introduced his transition framework to help organizations and employees understand and manage the human side of change more effectively.
He made a key distinction between “change” (what happens externally) and “transition” (how people process that change internally). The focus is on the emotional and psychological aspects of transformation, rather than just operational shifts.
The Bridges' model walks individuals through three phases:
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If your organization is also navigating leadership transitions or shifts in roles, this process becomes even more critical.
To support teams through such changes, here’s a complete guide: Company Succession Planning: Step-by-Step Guide & Templates.
This guide walks you through how to develop visual succession plans, clarify new reporting structures, and communicate changes in a way people can understand during times of transition.
The framework performs well in emotionally charged situations where people need psychological guidance through transitions.
According to Think Insights research, TechSolutions Inc. successfully applied the model when transitioning from hardware sales to software-as-a-service solutions, helping staff navigate emotional challenges while reducing pushback and improving adaptability.
Another research from Butler University Libraries shows that they used the Bridges’ transition model during their cloud-based system migration. Initial assessments showed 47% of staff were prepared for change, with 77% successfully progressing to the "New Beginning" stage after implementation.
According to William Bridges Associates' research, the model's advantage is its focus on the human element of change by acknowledging the psychological journey or experience of the individual. It offers a clear pathway for managing emotional reactions and highlights the importance of ongoing communication during transitions.
Some experts believe the model has a limited scope since it concentrates mainly on human transition while missing other crucial organizational elements. It doesn’t adequately address the wider organizational context and can place too much emphasis on individual needs versus organizational priorities.
Prosci's analysis adds that the model lacks guidance for measuring progress or results. It provides useful insight into emotional reactions, but falls short of offering a structured process for converting understanding into action.
Family therapist Virginia Satir created her change framework in the 1960s and 70s based on patterns she observed in families and organizations going through transformation.
This approach breaks out the emotional path teams take during change into five phases:
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Satir's work demonstrated that all change includes an expected drop in performance during disruption. This is followed by improvement when teams find breakthrough ideas and begin practicing new methods.
Her framework is built on the belief that positive change is always achievable when people shift how they view and present themselves. This model is designed to help you manage change at both personal and organizational levels.
The approach works well in innovation settings and agile environments where learning cycles and testing are important.
According to Change Management Hub research, a technology company applied the model when restructuring its software development approach. Staff moved from pushback through confusion to adopting new agile methods that boosted workflow effectiveness and creative thinking.
Knowledge Train research provides another example where a healthcare organization tackled staff turnover problems using Satir's method. They brought in new support systems that helped workers move past initial opposition to reach better job satisfaction and lower departure rates.
Experts claim that the model puts people first by acknowledging emotional and mental impacts, helping decrease pushback and boost employee involvement. It can be adapted to various types of changes and promotes teamwork throughout the process.
On the flipside, the framework can be quite complicated with multiple phases and components, making it difficult for organizations to grasp and use properly. It needs expert guidance and can take considerable time to execute, particularly for bigger transformations.
Swiss-American psychiatrist Elisabeth Kübler-Ross developed the five stages of grief in 1969 through her work with terminally ill patients, published in her book "On Death and Dying."
In the 1980s, this framework evolved into the Kübler-Ross Change Curve for organizational change management.
The model maps the emotional journey people experience during change through five stages:
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According to Elisabeth Kübler-Ross Foundation research, the stages are not experienced in a strict sequence or linear fashion. The emotional journey can be cyclical, with stages overlapping or repeating as people navigate different aspects of change
Research has shown that the model helps predict how employees will react to changes such as team switches, responsibility increases or major system implementations. It works particularly well as a coaching tool for managers and HR partners during reorganizations, layoffs or major system shifts.
According to Warwick Business School research, Fahmi Jabri, General Manager at Honeywell, successfully used the model during organizational restructuring, business strategy revamps and resource redeployment across multiple regions.
He found that different people moved through the curve at various speeds, sometimes weeks or months apart, requiring tailored communications for each stage.
Kübler-Ross Change Curve provides a clear roadmap for understanding emotional reactions, helps organizations predict and manage resistance and improves communication by guiding leaders to provide appropriate support at each stage.
However, there are significant limitations with this model. It suggests people progress linearly through each stage, but responses may actually overlap, repeat or cycle back depending on the individual.
It doesn't account for personal differences: everyone experiences change differently based on personality, role and circumstances.
Additionally, the model doesn't consider external factors like leadership effectiveness or the nature of the change, which significantly impact how individuals respond.
The framework provides valuable insights into emotional responses but doesn't offer tools or resources to actively support people through transitions.
Change management can sound abstract until you see it in action within real companies.
Let’s look at the following change management models examples and what you can learn from them.
When Satya Nadella became CEO of Microsoft in 2014, the company faced significant challenges from cloud-first competitors. The transformation required shifting from a "know-it-all" to a "learn-it-all" culture, moving away from Windows-centric thinking to a cloud-first strategy.
Microsoft's market value soared from $300 billion in 2014 to over $2.5 trillion by 2023 under Nadella's leadership. The change unfolded systematically: Nadella created urgency by highlighting how cloud competitors were outperforming traditional software vendors.
He formed leadership coalitions across departments, established a clear vision of "empowering every person and organization on the planet to achieve more" and communicated this consistently through town halls and internal communications.
Teams were empowered to experiment with new approaches. Early wins in cloud services were celebrated. Cultural values were reinforced to sustain the momentum.
This approach reflected Kotter’s 8-Step Change Model in action: creating urgency, building guiding coalitions, crafting and communicating vision, enabling broad-based action, generating short-term wins, and embedding change in systems and values. Microsoft’s transformation proved that lasting change requires both a systematic process and a cultural evolution.
To replicate this success, start with compelling data about why change is necessary, build leadership coalitions that span the organization, create a simple but inspiring vision and reinforce new behaviors through systems and recognition.
Transform your leadership change initiative with Visme's Change Management Plan Workbook Template. Use it to map out the cultural shift journey from current state assessment through implementation to sustained change.
When McDonald's launched touch-screen kiosks across all 14,000 U.S. restaurants in 2015, the fast-food giant faced resistance from employees over concerns about job security and customer hesitation regarding the new technology.
The transformation required shifting from traditional counter service to self-service ordering, moving from human-dependent processes to technology-enabled customer experience.
McDonald's achieved remarkable results: 5-6% sales increase in the first year, 2% in the second year, with orders 20% larger and 30% higher in total cost due to easier customization options.
The change unfolded systematically: leadership created urgency by highlighting the need for efficiency and customer demand for control. They formed implementation teams across restaurants, established clear vision of improved customer experience and communicated benefits through training sessions.
Staff were reassigned to "guest experience lead" roles rather than eliminated, quick wins were celebrated when sales increased and momentum was sustained through the continuous rollout of 1,000 restaurants per quarter.
This transformation mirrored the ADKAR Change Model. McDonald’s did the following
The success shows that transformation sticks when human concerns are managed alongside technical upgrades.
For similar systematic rollouts, read Visme's process map guide to create visual implementation workflows that help teams understand each phase of the transformation process.
McDonald’s example shows that real transformation works best when human concerns are addressed alongside technical changes.
To follow this approach, communicate clearly why the change is needed, ease employee fears about job security, provide thorough training and support, create meaningful new roles instead of cutting positions and celebrate measurable wins to keep momentum strong.
Streamline your change management process with this infographic template. It is designed to guide teams through systematic transformation planning.
Visualize each phase of your change management model implementation from awareness building through reinforcement. Use clear step-by-step sections to map communication strategies, training plans and success metrics.
You don’t need a 50-page plan to start strong. Pick a model that fits the job, set steady routines and make progress visible week to week.
To turn this into a working roadmap, check out our guide to building a change management plan.
Expect pushback. Treat resistance as a design input, not a surprise. As Nico Lyons said:
“One thing that cannot be sacrificed in change management is preparation for resistance. Reorganizing internal procedures or the imposition of a new procedure for product fulfillment, change, no matter how minimal, nearly always results in conflict. A malleable plan that can absorb feedback and adjustment is better than strictly adhering to a given model.”
Use this as a light checklist you can run, whatever your change needs are:
Start with a simple three-question assessment. First, what's changing: processes, people or systems? Second, how complex is the impact across your organization? Third, what's your timeline: weeks, months or years?
Match your model to your change type using this framework from Prosci: Use ADKAR for individual behavior changes, Kotter's 8-Step for organization-wide transformations requiring momentum, McKinsey 7-S for structural realignments and Bridges for emotional transitions.
Without a change management plan, changes fail because people don't understand what's happening, why it matters or how it affects them. A structured plan increases adoption rates, reduces resistance and keeps everyone aligned throughout the transition.
Here’s how to create your change management plan:
Use our change management plan templates to streamline your planning. 
Short on time? Try Visme's AI Document Generator for instant design support, and keep everything on brand with our brand wizard design tool.
Most importantly, change management is a team effort. That’s why Visme includes collaboration and workflow management features that let multiple stakeholders review, comment, and edit your plan in real time. You can assign roles, manage permissions and keep all communication in one place so everyone stays aligned and no details slip through the cracks.
Change management communication helps stakeholders understand what's changing, why and how it affects them. It delivers up-to-date information and provides ways to share feedback and ask questions.
How to communicate effectively:
Visme offers a range of templates you can customize, including: change management communication plans, process infographics, timeline templates, board presentations, board reports and internal newsletter designs.
These tools help you simplify complex information, visualize key steps and keep every stakeholder aligned throughout the transition.
Change doesn’t happen by simply telling people what to do. It sticks when they practice and refine new behaviors over time. That’s why you need systems that encourage continuous learning and honest feedback.
Start with bi-weekly team sessions where employees can share what’s working, what’s not, and what they’re experimenting with next. Pair this with anonymous feedback channels so you capture candid insights that might not surface in group discussions.
To build confidence, run short practice sessions before rolling out full implementation. This gives people a safe, low-pressure environment to test new skills and approaches.
When delivering training content for change initiatives, export it in SCORM or xAPI format and upload it to your organization's learning management system.This ensures your training integrates seamlessly into existing learning systems.
Then leverage Visme's analytics to get insight on how teams progress through training modules. You’ll gain visibility into who’s thriving, who needs more support, and which approaches are most effective.
When you don't realign metrics and rewards with organizational changes, problems emerge: performance targets clash with strategic goals, leaders resist because incentives push them toward old behaviors and employees worry about personal impact.
How to align your systems:
Design pilots with clear objectives that are specific, measurable, achievable, relevant and time-bound (SMART). Select participants who represent your target audience and create structured feedback mechanisms to capture participant input throughout the program duration.
How to handle pushback at this stage:
Scale based on documented results and lessons learned. Use pilot participants as advocates who can help build support for broader implementation when communicating successes to other teams. Monitor progress with predefined metrics and be prepared to make adjustments based on feedback.
Establish measurement at three levels of performance: organizational performance, individual performance and change management performance. This step provides a holistic framework for measuring effectiveness.
Feedback is one of the most powerful tools for navigating change. It helps you measure engagement, understand how people are feeling, check morale, and spot problems early—before they escalate. The key is to make feedback a regular part of the process, not a one-off activity.
Collect input at three critical times:
Before you start: gauge readiness and identify potential resistance.
During the change: to monitor progress, track morale, and fix issues in real time.
After implementation: to reflect on what worked, what didn’t, and where to improve next time.
The methods you use matter. Quick pulse surveys can give you fast snapshots of sentiment. Private one-on-one conversations allow for deeper exploration. Anonymous channels create a safe space for honest input. And whatever you gather, make sure to act on it. When people see their voices influence real decisions, they develop greater trust in leadership and are more willing to support the change.
This is where the Visme Form Builder comes in. With the drag and drop tool, you can create branded, interactive forms, surveys and polls proven to increase conversion rates by 2X—no coding required.
Customize form fields to capture the type of feedback you need, add conditional logic and integrate with other tools. Then publish and embed forms directly into training modules, share them via email, or generate a link to distribute company-wide.
Change meets friction. That’s normal. It doesn’t mean your plan is broken; it means people need clarity, capacity and practice. Name the blockers early, then use simple routines to unblock them.
People resist change when they don't understand why it's happening. Teams hear different explanations from different managers. Without a clear reason to abandon familiar routines, employees naturally stick with what they know.
The Fix: Start by mapping your stakeholders. Identify who will be affected by the change and understand their specific concerns, communication preferences and influence levels. Different groups need different approaches: executives want strategic impact, front-line staff need practical how-to guidance and middle managers need both perspectives to support their teams.
Develop a stakeholder engagement plan that defines how you'll involve each group throughout the change process. Then create a communication plan with tailored messages for each stakeholder group.
While the core "why" stays consistent, how you explain it should match what each audience cares about most. Include regular touchpoints like Q&A sessions, updates and feedback channels so concerns surface early instead of turning into resistance.
Teams already stretched thin see new projects as impossible additions. Even good changes feel overwhelming when people lack the time to learn new processes while keeping up with daily work.
The Fix: Do a "stop-start" audit before launching anything new. For every new task, pause two tasks that don't directly impact your main goals or deliver significant results. Set time limits on pilot programs. Protect 10-15% of your team's time as a "learning buffer" so people can practice without sacrificing core work.
Your change plan says "collaborate more," but performance reviews still only measure individual results. New processes need extra approvals while shortcuts remain available. When company systems contradict your change message, people follow the incentives.
The Fix: Update performance measures, approval processes and dashboards to support new behaviors. Track early progress markers (like adoption rates or collaboration frequency) alongside traditional metrics. Make sure people who embrace change get visible recognition and rewards.
Frontline managers hear about change in meetings but don't know how to guide their teams through daily challenges. People understand the concept but struggle with real-world application.
The Fix: Set up weekly manager check-ins focused on change implementation. Create a simple "what good looks like" reference sheet with concrete examples. Use quick assessments to see who needs more understanding, training or hands-on support.
Explore Visme's workflow features to streamline review and approval processes for change materials.
Change often means letting go of expertise or familiar roles that define professional identity. People worry about becoming irrelevant or failing at new requirements. This shows up as delays, skepticism or quiet resistance.
The Fix: Acknowledge what's ending and let people process that loss. Create safe spaces to practice new skills without judgment. Mark clear "new beginnings" with celebrations, recognition and visible paths to rebuild expertise in the changed environment.
Change management matters because it gives organizations a structured way to navigate transitions, helping people adapt, reducing resistance and increasing the chances of reaching desired outcomes smoothly.
ADKAR and Kotter are two of the most widely used change management models. ADKAR focuses on helping individuals adopt change step by step, while Kotter is designed to rally the entire organization around a shared vision and clear momentum.
Both are valuable, but they serve different purposes. Use ADKAR to guide individuals through change and Kotter for organization-wide transformation.
The Kaizen change management model, also known as Continuous Improvement, focuses on small, incremental changes driven by employees at all levels to steadily improve quality, efficiency and productivity over time.
The 5 P’s isn’t a single, universally accepted framework like Kotter’s 8 Steps or the ADKAR model. Instead, it’s a practical lens many organizations use to think about the cultural and strategic elements that drive successful change.
Purpose :Defines why the change is happening and how it connects to business goals. A clear purpose gives people direction and motivation.
Philosophy: The mindset, values, and principles guiding the approach to change. It ensures consistency and alignment with organizational culture.
Priorities: Highlights the most critical areas to focus on so resources and energy aren’t spread too thin during the transition.
Practices: The actual tools, methods, and routines that bring the change to life in daily work—like training, communication, or new processes.
Projections: Looks ahead to measure progress, anticipate roadblocks, and ensure the change is sustainable over time.
Together, these five elements help leaders use culture as a lever to manage and embed change more effectively.
The “4 P’s” framework, which stands for Purpose, Picture, Plan, and Part, is a simple way to help people understand and navigate change:
Purpose: Explains why the change is happening and why it matters.
Picture: Shows what the future will look like once the change is successful.
Plan: Outlines the steps, milestones, and resources needed to reach the goal.
Part: Defines the role each individual or team will play in making the change work.
Together, the 4P’s provide clarity and alignment, helping employees see the value of change, visualize the outcome, and understand how to contribute.
There’s no single “best” tool for change management—it depends on your goals and your team. Look for platforms that help you map stakeholders, communicate clearly, deliver training, gather feedback, and track progress, ideally within the systems your teams already use.
If you want a solution that covers multiple needs in one place, Visme is a strong option. With Visme, you can:
Create visual content like presentations, roadmaps, and infographics to explain the change.
Build interactive content such as clickable training modules or dashboards that keep employees engaged.
Design and share forms and surveys to collect feedback throughout the change process.
This way, instead of juggling different tools, you can manage communication, learning, and feedback all in one platform, making the change process smoother and more effective.
Change management models give you the structure, but what really makes the difference is how you communicate, train and keep people aligned as the work unfolds.
That’s why the most successful teams don’t just talk about change; they show it in dashboards, reports and clear visuals that make the journey easy to follow.
That’s where Visme comes in. Instead of juggling multiple platforms, you can manage key parts of your change initiative in one place:
Communicate the vision with engaging presentations, dashboards, and reports.
Train employees using interactive modules, videos, and quizzes that make learning stick.
Gather feedback through built-in forms and surveys to track sentiment and spot issues early.
Track progress with visuals like process maps, roadmaps, and hierarchy charts that keep everyone on the same page.
With Visme, product and project managers can translate complex plans into visual, interactive content that teams understand and act on. It helps you streamline workflows, scale change across departments, and ensure no one gets left behind.
Book a demo to discover how Visme can help streamline your workflows and scale change across departments.
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