top of page
Search

Strategic Change | Understanding Change Management Frameworks

Event marketing teams are under pressure to transform. New platforms. Better data. Smarter attribution. Digital-first strategies.


But here's what rarely gets discussed: implementing these changes successfully has nothing to do with the technology itself. It's about managing the human side of transformation. Getting your team on board, securing cross-functional buy-in, and embedding new ways of working that actually stick.


Strategic Change is the missing piece in most event marketing transformation efforts. Understanding how to diagnose resistance, build momentum, and sustain progress is what separates initiatives that deliver from those that quietly fail six months in.


Change is constant. And consistently difficult. Strategic Change is an essential subject to understand, as the impact of digital transformations is increasing pressure on our working environments.


Why is this important?

Here’s a sample of titles from HBR’s Top 10 Must Reads on Change Management, you’ll notice a common theme:


  • Leading Change: Why Transformation Efforts Fail

  • A Survival Guide for Leaders

  • The Real Reason People won’t change

  • The Hard Side of Change Management

  • Why Change Programs Don’t Produce Change


In most cases, businesses have solid reasons to change and even decent strategies for implementing it. But most still fail. This is where a good change strategy comes in.



Understanding the Drivers of Change

Organisational change is often driven by a mix of external and internal factors. Digital technologies have compelled companies across industries to rethink their business models and strategies. Internally, change could be sparked by shifts in leadership, organisational restructuring, or a re-evaluation of company values and culture.


John Hayes, a leading change management scholar, puts it well:

"Understanding the forces that necessitate change is crucial for developing a strategy that not only addresses immediate challenges but also positions the organisation for future success" (Hayes, 2021).

Frameworks for Managing Change

Change management frameworks offer structured approaches to navigate the complexities of transformation. Two of the most influential models are Kurt Lewin's Change Model and John Kotter's 8-Step Process, each providing valuable insights into the change process.


  • Unfreeze: This initial stage involves preparing the organisation for change by challenging the status quo and creating awareness of the need for transformation. It's about dismantling existing mindsets that may hinder progress.

  • Change: During this phase, new processes, structures, or behaviours are implemented. Strong leadership and effective communication are crucial to managing the uncertainty and resistance often accompanying this stage.

  • Refreeze: The final stage focuses on solidifying and embedding the changes into the organisational culture. This involves reinforcing new behaviours and practices to ensure they become the norm.


Lewin's model emphasises the importance of creating a compelling need for change and fostering a supportive environment to sustain it. This aligns with McKinsey's insights on the psychological aspects of change, where managing the human side is as critical as the technical implementation.



Kotter’s 8-Step Process

John Kotter's 8-Step Process builds on Lewin's model by providing a more detailed and actionable approach to change management:


  1. Create a Sense of Urgency: Highlight the importance of change and the risks of complacency.

  2. Build a Guiding Coalition: Assemble a team of influential leaders to champion the change initiative.

  3. Form a Strategic Vision and Initiatives: Develop a clear vision for the future and outline actionable steps to achieve it.

  4. Enlist a Volunteer Army: Mobilise a broad base of employees to support and drive the change.

  5. Enable Action by Removing Barriers: Identify and eliminate obstacles that impede progress.

  6. Generate Short-Term Wins: Create momentum by celebrating early successes.

  7. Sustain Acceleration: Maintain focus and drive by building on initial victories.

  8. Institute Change: Anchor new approaches in the organisational culture.


Kotter's model underscores the need for leadership, communication, and employee engagement throughout the change process. It highlights the importance of creating momentum and sustaining progress, concepts echoed throughout the literature on what factors support successful change.


Kotter's 8-Step Change Model

The Role of Diagnosis in Strategic Change

Diagnosis and problem-framing are pivotal in strategic change management. Before embarking on a change initiative, organisations must comprehensively assess their current state, identifying key issues and opportunities for improvement. Diagnostic tools such as Weisbord's Six Box Model and the Burke-Litwin Causal Model offer valuable insights into an organisation's structure, culture, and performance.



Weisbord’s Six Box Model

Weisbord’s Six Box Model is a diagnostic framework that examines six key areas of an organisation:


  1. Purpose

  2. Structure

  3. Relationships

  4. Rewards

  5. Leadership

  6. Helpful Mechanisms


By evaluating these elements, organisations can identify areas of misalignment and develop targeted interventions to drive change.


Burke-Litwin Causal Model

The Burke-Litwin Causal Model takes a more comprehensive approach by analysing the causal linkages between organisational factors such as leadership, culture, structure, and the external environment. This model helps organisations understand how changes in one area can impact other aspects, enabling them to design holistic change strategies.


So what does this actually look like in event marketing?

If you work in events, you already know everything changes constantly. Client demands shift. Timelines compress. Priorities flip overnight. Adaptability isn't optional.


However, while we may be agile, cementing change and applying structure to it can be a real challenge for event organisers. This is where formal change management frameworks prove their worth.


By taking a page from Lewin's Change Model, you can better prepare your team for whatever comes your way. Start by creating a culture ready for change, where your team feels comfortable thinking on their feet and coming up with creative solutions.


Kotter's 8-Step Process works for everything from lead flow management to introducing new reporting templates. It helps you rally your team around shared goals, set clear milestones, and maintain momentum through the event cycle.


Remember to diagnose your processes. Tools like Weisbord's Six Box Model can be a lifesaver when you're looking to streamline operations. By assessing areas like communication and leadership within your team, you can pinpoint what's working well and what needs tweaking.


Incorporating these change management strategies can help you introduce change effectively, even in a potentially chaotic run-up to events. It's all about being prepared, staying flexible, and keeping your team engaged from start to finish.


Why It Matters to You

Whether rolling out a new marketing campaign, adopting a new CRM system, or leading a team through an event launch, understanding and applying these change management principles can make the journey smoother. It's not just about making changes. It's about making them stick.


Love this? Find out more:






Watch this TEDx Talk from the 14.30-minute mark, where Professor of Implementation and Change Management, Thijs Homan discusses what he calls ‘on-stage and off-stage behaviour’.



Watch this 6-minute video from McKinsey and Company about strategy and change. Chris Bradley and Angus Dawson discuss successful strategies for making change happen.


Discusses the importance of leadership and strategy in managing and implementing change effectively during challenging times.




bottom of page