In this dynamic business environment, change is inevitable. Changes can be planned or unintentional: depending on the driving forces that determine them. Major forces of change can arise from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain Kotter's eight steps for managing organizational change and discuss how his company manages planned changes in terms of rebuilding the organization. When changes are inevitable, leaders usually design some appropriate steps to make the change smooth. , effective and permanent. Kurt Lewin argued that successful change in organizations should follow three phases: thawing the status quo, moving toward a desired end state, and refreezing the new change to make it permanent (Robbins & Judge, 2011, cited in Lewin, 1951). John Kotter further expanded Lewin's model to include an eight-step plan for implementing change. The eight steps are: 1) establish a sense of urgency 2) create a guiding coalition 3) develop a vision and strategy 4) communicate the vision for change 5) scale up large-scale action 6) generate short-term successes 7 ) consolidate gains and produce further change and 8) institutionalize new approaches in the culture (Kotter, 1996). Kotter said many changes have failed because certain steps were ignored, such as failure to create a sense of urgency, vision or coalition. Using Kotter approaches, we analyze a recent change that occurred in Science Application International Corporation (SAIC), the company the author works for. SAIC provides scientific, engineering, systems integration and technical services and solutions...... middle of paper ......would improve the change process. The author believes that if the SAIC reconstruction is successfully implemented, the company will be more productive, efficient, agile and competitive. Works CitedHavenstein, W. (July 22, 2010). [CEO Memo: Organizational Changes].Havenstein, W. (October 11, 2010). Message from the CEO. SAIC internal email. Kotter, J. P. (1996). Transforming organizations. Executive Excellence, 13(9), 1.Kotter, J.P. (2007). Driving change: Why do transformation efforts fail? Harvard Business Review, 85, 96-103.Lewin, K. (1951). Field theory in the social sciences. New York: Harper & Row.Robbins, S.P., & Judge, T.A. (2011). Organizational Behavior (14 ed.). Upper Saddle River, NJ: Pearson. Schuler, R. S. (1980). Definition and conceptualization of stress in organizations. Organizational behavior and human performance, 189.