Employment of Change Management Models in the Digital Transformation Process

Digital transformation involves organizations responding to internal and external environmental changes by integrating digital technologies to reshape their value creation processes. However, it is widely recognized that new technologies alone cannot single-handedly transform industries. For that reason, change management, a process of continually renewing an organization's direction, structure, and capabilities in response to evolving demands, has gained increasing relevance. The first change model, introduced in 1947, laid the foundation for subsequent models proposed by various authors, with John Kotter's model being the most recent widely recognized model in academia. However, existing models lack ample empirical evidence. This research analyzes and compares six change management models and two transition models, emphasizing the importance of considering the human element in creating sustainable changes. Based on identified strengths and weaknesses and the need for a more robust and up-to-date change management model to help organizations navigate transformations and respond rather than react to changing demands, a new model is proposed.