ABSTRACT
Theories relating to change management are abundant. Category management teams can face substantial resistance to their plans from a multitude of different stakeholder groups, both internally and externally. In order to implement change successfully in a category, application of the John P. Kotter model can help. Implementation must consider both process and people, in terms of their feelings, attitudes and mindsets. Kotter believes that behaviour is central to a successful change programme. Procurement functions are repeatedly criticised by other departments for placing the majority of their attention on upstream activities, such as analysis and sourcing, rather than the subsequent contract management and benefits realisation. The main critique surrounding Kotter's model is that it is merely a 'list', and some academics argue that it is just a part of project management, while others maintain that Kotter places far too much emphasis on changing behavioural attitudes by automatically assuming that there will be resistance regardless.
