The model created by Jean-Marie Bonthous provides a roadmap for successfully leading change. The phases often overlap as called for by the situation at hand. Progression from phase to phase is iterative rather than linear. The model is made of seven phases and four media.

Identify
• During this phase, one scans the “as-is” organization in terms of culture, stakeholders, readiness, change risk and impact, and levers for change. Afterward, in light of the change ambitions, a diagnosis is created. During this phase one also initiates commitment and mobilization starting from the top.

Imagine
• This phase involves creating a shared vision of a desired future and determining how to lead change: what can be done, what will it take, how will we go about it? This is the time to look at how to overcome obsolete ways: inflexible policies and procedures, internal focus, insularity, complacency, complexity, conservatism, decreased customer focus, lack of responsiveness and low capacity-to-act.

It is also the time to look at how to overcome “dominant thinking,” a response to which the organization resorts when faced with a threat of change (usually, the response is denial or avoidance) and which gives it a way to regress to old behaviors.

Involve
• Here, a vision, strategy and plan for change are generated with a broad constituency.
Key allies are enrolled. Three critical communication and change management initiatives are launched:

Shaping constructive political dynamics for change:
o Building the support of key power groups
o Using leader behavior to generate support
o Emphasizing points of stability, e.g. what is not changing

Motivating people to embrace change:
o Creating dissatisfaction with the current state
o Building participation in planning and implementing change
o Rewarding behaviors in support of change
o Providing people opportunities to disengage from the old

Managing the transition by:
o Developing and communicating a clear image of the future state
o Developing transition management structures
o Using multiple leverage points to usher the new

Innovate
• Here, change efforts are furthered in processes, organizational infrastructure (job design, performance management, compensation and rewards, managerial practices, cross-functional teamwork, training, etc..) and behaviors.

Key activities:
o Redefining strategy and rethinking the nature of work
o Redesigning formal structures, systems, and processes
o Rebuilding the operating environment to support the new strategy and work requirements
o Re-staffing: making sure the right people are in the right jobs

Ignite
• Ownership for leading change is transferred from change leaders to the recipients. The change efforts are being spearheaded by, rather than for, the organization.

Inaugurate
• Change initiatives are rolled out throughout the organization. Wins are being secured. The revitalization is institutionalized through new policies, systems, and measurements.

Improve
• The situation is periodically re-assessed. Success is monitored and adjustments are made along three dimensions:

Diagnosing and communicating:
o This involves identifying which aspects of the change are working or not, and launching communication initiatives to fill the gaps.

Refining the changes:
o The idea is to “get things roughly right” and to fine tune them later.
o During this phase, processes are further defined, and skills to operate under the new model are strengthened.

Embedding change into the organization
o This is accomplished by leveraging compensation, staffing and training practices.