Change Management Models: The Most Important Frameworks for Successful Transformations
Finding Your Way Amid Change
Change management models break down complex changes into manageable steps and phases. They provide a guiding framework that companies can use to navigate the change process.
Safety in the Control System
Clear responsibilities, a logical sequence, and defined milestones provide companies with a sense of security. This allows them to manage change in a targeted manner and identify challenges early on.
Actively Involve Employees
Change can only succeed when those affected are involved. Proven models foster understanding, enable active participation, and help embed changes in the company in a sustainable and effective way.
Finding Your Way Amid Change
Change management models break down complex changes into manageable steps and phases. They provide a guiding framework that companies can use to navigate the change process.
Safety in the Control System
Clear responsibilities, a logical sequence, and defined milestones provide companies with a sense of security. This allows them to manage change in a targeted manner and identify challenges early on.
Actively Involve Employees
Change can only succeed when those affected are involved. Proven models foster understanding, enable active participation, and help embed changes in the company in a sustainable and effective way.
What are change management models?
Change management models are proven frameworks that make it possible to plan for change within organizations. They break down complex changes into manageable steps and phases. This provides leaders with a clear roadmap for their initiatives.
Each model has its own areas of emphasis. Some emphasize the emotional journey of employees, while others focus on the structural management of change. Still others focus on the interplay of all elements within an organization.
All change management models share the same goal: to increase the likelihood of successful change. Studies show that about 70% of all change management projects fail to meet their goals. This is usually because people, structures, or communication are not sufficiently taken into account. A model provides a guiding framework for improving in this very area.
Why do companies need structured change management models?
Systematic change reduces friction, saves time, and conserves energy. A change management model provides clarity regarding the sequence of steps, responsibilities, and milestones. This gives managers the confidence they need to steer the process.
At the same time, employees benefit: they experience the change as a transparent process. This builds trust and encourages active participation. Successful change occurs when employees are actively involved.
“Complex changes require a clear framework. Change management models provide structure and help us stay focused on what’s essential.”
Michael Babilon-Teubenbacher, Partner at CPC
Overview of Change Management Methods – The 5 Most Important Models
The following list shows the five most common change management models. Each model has a different focus and is suitable for different situations within a company.
- Lewin's 3-phase model: thawing , changing, and freezing as the basic structure of any change.
- Kotter's 8-Step Model: Eight Clear Leadership Steps for Major Transformations.
- Kotter's Accelerate: A dual organization combining hierarchy and an agile network.
- ADKAR Model: Five stages of individual change for each employee.
- Krüger's 5-Phase Model: A German practical model for complex change based on the iceberg approach.
These five models provide valuable guidance. For our day-to-day project work, we use our own, field-tested CPC Change methodology. It translates the strengths of these models into a concrete approach.
Lewin's 3-Phase Model: Unfreezing, Changing, Freezing
Lewin's three-phase model is considered the forerunner of all change management models. Social psychologist Kurt Lewin developed it in 1947 based on his field theory of human behavior. To this day, it provides the conceptual foundation for many subsequent frameworks.
Lewin's central idea was simple and effective: Every stable state arises from a balance between driving and restraining forces. Change means deliberately altering this balance, creating a new state, and ultimately stabilizing it.
Thawing (Unfreezing)
Change (Moving)
Refreezing
1. Thawing (Unfreezing):
During the "thaw" phase, the company prepares the organization for change. Existing habits are scrutinized, and the need for change is clearly communicated. The goal is to foster openness to new ideas and break down initial resistance.
2. Change (Moving)
During the change phase, the company introduces new processes, structures, or behaviors. Employees learn, practice, and adapt. This phase requires intensive support, as it is a time of uncertainty and learning curves. Leaders actively provide guidance and highlight successes.
3. Refreezing
In the final step, the company stabilizes the new state. The change becomes the new normal, and new routines become firmly embedded in structures, processes, and values. This deliberate consolidation ensures lasting success.
In today's practice, however, the model quickly reaches its limits. This is because changes now often follow one another in rapid succession, and it is virtually impossible to achieve a true freeze. The value of the model therefore lies primarily in its clear line of reasoning.
“Models make change understandable and manageable. They create a common language for executives, project teams, and employees.”
Jördis Andersson, Partner at CPC
Kotter's 8-Step Model: Leading Change Step by Step
John P. Kotter, a professor at Harvard Business School, published his influential 8-step model in 1996. It is primarily aimed at executives who are leading major transformations. Kotter emphasizes that change requires clear leadership.
The model was based on Kotter’s analysis of more than 100 transformation projects in companies worldwide. In the course of this analysis, he identified eight common mistakes that hinder change. His model is a direct response to this: each stage addresses one of these issues.
Create a Sense of Urgency
Raise awareness of the need for change; provide facts and figures.
Build a leadership coalition
Build a strong team with influence, energy, and credibility.
Developing a Vision and Strategy
Articulate a clear vision for the future and the path to achieving it in just a few sentences.
Communicate the Vision
Communicate the vision consistently, frequently, and
across all channels within the company.
Removing Obstacles
Adapt structures, processes, and roles that are hindering change.
Adapt structures, processes, and roles that are hindering change.
Achieve and celebrate quick wins to build momentum and motivation.
Consolidate Successes
Keep moving forward, initiate new changes, and maintain momentum.
Embedding Change in the Culture
Ensure that new values and behaviors become an integral part of the company's DNA over the long term.
Create a Sense of Urgency
Raise awareness of the need for change; provide facts and figures.
Build a leadership coalition
Build a strong team with influence, energy, and credibility.
Developing a Vision and Strategy
Articulate a clear vision for the future and the path to achieving it in just a few sentences.
Communicate the Vision
Communicate the vision consistently, frequently, and
across all channels within the company.
Removing Obstacles
Adapt structures, processes, and roles that are hindering change.
Adapt structures, processes, and roles that are hindering change.
Achieve and celebrate quick wins to build momentum and motivation.
Consolidate Successes
Keep moving forward, initiate new changes, and maintain momentum.
Embedding Change in the Culture
Ensure that new values and behaviors become an integral part of the company's DNA over the long term.
Kotter’s 8-step model is particularly well-suited for comprehensive transformations with a clear leadership framework. The first three steps lay the groundwork, the middle steps drive the change, and the final steps ensure success. For this reason, many DAX companies value this model for large-scale projects such as strategy implementation or digital transformation initiatives.
Kotter's Accelerate: The Dual Organization
Kotter further developed his thinking in 2014 and published *Accelerate*. At the heart of the book is the concept of the dual organization, known as the Dual Operating System. It combines two organizational structures and two leadership styles.
- The Management-Driven Hierarchy: Through fixed structures and processes, it ensures a high degree of reliability and operational excellence.
- The Decentralized Accelerator Network: It seizes opportunities, drives change, and continuously develops the organization.
Both structures are closely intertwined, and employees are part of both worlds. This enables companies to capitalize on major business opportunities. A dual organization is based on five principles and eight accelerators:
Bottom-up
Strategically important initiatives do not originate solely at the top management level. Every employee can propose initiatives and take responsibility for driving them forward.
Voluntary participation
Employees decide for themselves whether to participate in initiatives.
Purpose
Communication about the purpose of change appeals to both reason and emotion.
leadership
In the accelerator network, responsibility is shared among many people rather than concentrated in individual positions.
Networking
The formal hierarchy and the accelerator network work in close coordination.
The eight accelerators largely correspond to the 8-step model. However, Accelerate takes into account that transformations are becoming increasingly large in scale. In addition, many companies are implementing multiple change initiatives simultaneously.
In practice, however, the concept remains challenging. Kotter himself acknowledges that no company has yet succeeded in fully implementing it. The approach therefore primarily provides valuable insights for agile structures.
The ADKAR Model: People as the Key to Change
The ADKAR model was developed by Jeff Hiatt, the founder of Prosci. It focuses not on the organization, but on the individual. After all, change can only succeed if every person is on board. This perspective fundamentally distinguishes ADKAR from structural frameworks such as Lewin’s or Kotter’s.
ADKAR is an acronym for the five stages that every person goes through during a transition.
Those who go through all five stages actively contribute to the change and accelerate the overall process.
The ADKAR model is the perfect complement to structural frameworks such as Kotter or Lewin. Kotter describes what the organization as a whole must do. ADKAR addresses what each individual needs to make that happen. By combining these two levels, we cover both the macro and micro levels of change. That is why we specifically incorporate the spirit of ADKAR into many of our projects.
Model
Phases
Ideal for
A – Awareness
Awareness of the need
Why do we need to change?
D – Desire
Willingness to support the change
How will this change benefit me personally?
K – Knowledge
Knowing how to implement change
How does that work in my day-to-day life?
A – Ability
Ability to actually apply what is new
Can I really use it in my day-to-day work?
R – Reinforcement
Anchoring and Positive Reinforcement
Is this new approach consistently demanded and put into practice?
Krüger's Five-Phase Model: A German Practical Model with Depth
Wilfried Krüger, a professor at the University of Giessen, developed a five-phase model specifically for complex change processes in companies. It comprises initialization, conceptualization, mobilization, implementation, and consolidation. It has proven particularly effective in German-speaking countries and is used in consulting projects for both small and medium-sized businesses and large corporations.
Krüger expands his phase model to include the famous iceberg model of change. It distinguishes between visible issues such as strategy, structure, and processes, and invisible issues such as values, power dynamics, and relationships. Teams therefore stand to gain a great deal if they focus not only on the tip of the iceberg but also on the forces beneath the surface.
For this reason, the Krüger model is particularly valuable in the German-speaking business environment. It systematically integrates the political and cultural dimensions of change. International models, such as Kotter’s 8-step model, take a less nuanced approach in this regard.
The CPC Method change: proven in practice rather than theoretical
CPC is the leading provider of change management in Germany. Inspired by classic change models, we have spent many years developing our own method, CPC Change: proven in practice, free of theoretical baggage, value-adding, and always incorporating the latest project insights.
The method consists of two core phases and an optional third phase:
- Change Initiation: We analyze your change needs and plan all necessary measures. To do this, we use four highly effective modules: Change Analysis, Change Story, Change Network Map, and Change Architecture.
- Change Implementation: We put everything necessary into practice. To do this, we use modules such as the Change Management Office, Change Communication, Change Leadership, Change Agent Network, User Communities, and Training & Enabling.
- Change Institutionalization (optional): We systematically embed the necessary expertise within your organization. This ensures that future changes can be successfully implemented on your own.
With our proven CPC change methodology, you can fully realize the potential of your change project. This enables you to achieve sustainable change within your organization because your employees understand the new direction, support it, and actively help shape it.
“With CPC Change, we translate proven insights from various change management models into a pragmatic method for concrete project work.”
Michael Kempf, Partner at CPC
A Comparison of Change Management Models: Which Model Is Best for Which Situation?
The following comparison table provides a direct comparison of the most important change management models:
What Traditional Change Management Models Leave Unaddressed
As useful as change management models are, they have clear limitations. If you view them as rigid formulas, you’ll miss out on their full impact. A critical look at their key weaknesses is therefore an essential part of working professionally with these frameworks.
Level
Meaning
Phases/Stages
Strengths
Suitable for
3-Phase Model
Kurt Lewin
3
2–3 project steps
Defined Projects
8-Step Model
John P. Kotter
8
Strong leadership, well-organized
Major Transformations
Accelerate
John P. Kotter
5 Principles, 8 Accelerators
Combines hierarchy and network
Concurrent Projects
ADKAR
Jeff Hiatt / Prosci
5
Combines hierarchy and network
Personalized Support
Krüger 5-Phase
Wilfried Krüger
5
Practical, Iceberg Approach
Complex Roofing Projects
CPC change
CPC
2–3 project steps
Tried and true, and practical
Transformations of any size
Linear logic doesn't fit into agile environments
Many traditional models assume a clear beginning and end. In modern organizations, however, one change often leads directly to the next. Lewin’s “freeze” phase or Kotter’s “consolidation” phase thus becomes the exception rather than the rule.
Contextual factors are often overlooked
Industry, company size, ownership structure, and cultural maturity have a significant impact on change. Traditional models take these factors into account only to a limited extent. A model developed in the context of U.S. corporations requires thorough adaptation for German companies. Cultural influences, co-determination rights, and works council structures necessitate a local adaptation.
Most change management models lack a way to measure success
Virtually no traditional model provides concrete KPIs for change success. Yet companies need measurable metrics to track progress. These metrics also allow them to demonstrate the return on investment for their transformation efforts.
Models are maps, not guarantees
A change management model provides guidance, and that is precisely where its value lies. What matters most are consistent implementation, the quality of leadership, and the ability to adapt the approach to one’s own context. This is exactly where our CPC Change method comes in.
Choosing the Right Model: What We've Learned from Over 2,500 Projects
In the 2000s, we took the traditional approach. First, we analyzed which model was the best fit for the company. Then we set up the project based on that model. In practice, however, it became clear that every company faces its own unique challenges and therefore requires a tailored solution.
All models also have significant weaknesses when it comes to practical application. They describe phases but offer few concrete measures for day-to-day project work. They remain abstract when teams need clear steps and roles. Furthermore, they take into account neither the pace nor the parallel nature of today’s transformations, which is why they are difficult to apply directly in practice.
KPI
What it measures
Relevant Model
3-Phase Model
Percentage of employees who actively use new processes
ADKAR (Ability + Reinforcement)
8-Step Model
Awareness of the Reasons for Change Within the Company
ADKAR (Awareness)
Accelerate
Percentage of employees who are actively or passively resistant
Kotter
ADKAR
Adherence to Deadlines in Each Phase
Kotter, Krüger
Krüger 5-Phase
Alignment Between the Desired Culture and the Culture in Practice
Krüger (Iceberg Model)
Based on this experience, we have developed our own solution: the CPC Change Method. It is proven in practice, concrete, and has been tested and refined in over 2,500 projects. This means you don’t start with a purely theoretical question, but rather with your personal goal right from the start.
Classic models retain their value because they continue to provide valuable food for thought. At your request, we’re happy to highlight the essence of specific models in your project. For example, we frequently draw on the ADKAR model because it consistently places your employees at the center.
“A change management model is not a one-size-fits-all solution. It provides a reliable framework that we adapt to the specific change at hand.”
Diana Herr, Senior Manager at CPC
Change Management Models in Practice: How CPC Supports Your Company
CPC specializes in change management and has refined its unique consulting approach through more than 2,500 projects. We use established change management models as a toolkit and supplement them with our own methods and the new change formula. After all, every company deserves tailored support that addresses its specific context.
Our Change Process as a Bridge Between Model and Reality
Our change process is based on a clear, proven approach: change initiation and change implementation. This process is independent of any specific model or client. It draws on in-depth analyses from our projects as well as proven best practices to serve as a reliable foundation. Based on this, we develop an approach that is precisely tailored to your company.
At your request, we can highlight the essence of specific models. For example, our clients particularly value the ADKAR model because it guides every individual in the organization through change. This way, we speak the language that is already familiar within your company.
In addition, we utilize our new change formula and a modular set of methods. This allows us to combine proven change logic with concrete implementation components: We provide targeted support for your transformation in the core areas of leadership, communication, engagement, empowerment, and embedding. This creates change that has a real-world impact and endures.
Assessing the current situation as the first step in our consulting services
At the start of a change project, many organizations face the question: How do we get off to the right start? The answer depends on several factors, which we clarify together through a structured assessment. In this process, we analyze the scope of the change, the leadership culture, the change readiness of the company and its employees, and strategic goals. Based on this analysis, we develop your customized change architecture.
Our Specific Services in the Area of Change Management
CPC supports DAX-listed companies and small and medium-sized businesses with a wide range of change management services:
- Change Management Consulting for Changes of All Sizes
- Cultural Development as a Sustainable Foundation for Profound Change
- Executive Development for Effective Change Leaders in Your Company
- Organizational Design for Tailored Structures Following Transformation
- Adaptive Transformation Consulting for Complex, Multidimensional Change Initiatives
Together, we'll develop a change strategy that fits your organization, culture, and goals.
your project with us!
The first step is very simple—and don't worry: we don't send boring newsletters or annoying advertising emails. Instead, we focus on what's important: your desire for change and how we can help your business move forward.
Step 1
Call back or email.
We will contact you within 24 hours, record your requirements, and coordinate an appointment with one of our experts.
Step 2
Free initial consultation.
Step 3
You decide how to proceed.
Offer, pitch, or project launch? You decide the next steps.
Frequently Asked Questions About Change Management Consulting
Which change management model is the best?
There is no single, universally best change management model. Every model provides guidance, but has its limitations in practice. That’s why we use our field-proven CPC change methodology to guide your project safely from analysis through to implementation. Upon request, we can also emphasize the principles of specific models—most frequently the ADKAR model.
What is the difference between a change management model and a change management method?
The duration depends on the scope of the project. Smaller change projects—such as facilitating team development or introducing a new process—often take 3 to 6 months. Complex transformations, such as SAP S/4HANA rollouts or cultural realignments, frequently span 12 to 24 months. We plan the project timeline realistically and continuously adjust it based on actual progress.
How long does a change process take?
Why doesn't change management always succeed, even with a model?
Resistance is a natural part of any change process. Those who understand resistance can actively address it. Three strategies are particularly effective: early involvement of stakeholders, transparent communication, and visible support from leaders. Resistance often arises because people feel uncertain about their role, their job, or their abilities. CPC supports leaders in fulfilling their role as role models for change and in openly addressing concerns. Learn more on our Leadership Development page.
When is it worthwhile to seek external support for change management?
Relevant KPIs include, for example, the adoption rate of new systems, the employee engagement score, turnover within the project team, and the degree to which project objectives are met according to the project plan. In addition, qualitative indicators can be tracked: How have communication and collaboration changed? How do managers perceive their ability to act during times of change? CPC defines these metrics at the start of each project in collaboration with the company. This ensures that the results are transparent and understandable—both for decision-makers and for the entire team.