feat: add Kotter's 8-Step Change Model anchor (#460)

John P. Kotter's classic transformation framework from 'Leading
Change' (HBR 1995, book 1996): urgency, guiding coalition, vision,
communication, empowerment, short-term wins, consolidation, anchor
in culture. The 8 steps invert the 8 common errors Kotter identified
in failed transformations.

Categories: strategic-planning.
Roles: team-lead, consultant, product-owner, business-analyst.

Closes #460.

Author: raifdmueller

docs/anchors/kotter-8-step-change-model.adoc

@@ -0,0 +1,58 @@
+= Kotter's 8-Step Change Model
+:categories: strategic-planning
+:roles: team-lead, consultant, product-owner, business-analyst
+:related: swot, cynefin-framework, wardley-mapping
+:proponents: John P. Kotter
+:tags: change-management, transformation, leadership, organizational-change
+:tier: 3
+
+[%collapsible]
+====
+Also known as:: Kotter's 8 Steps for Leading Change, Kotter's Change Process
+
+[discrete]
+== *Core Concepts*:
+
+Step 1 — Establish a Sense of Urgency:: Surface the threats and opportunities that make change necessary now; without urgency, the organisation defaults to the status quo
+
+Step 2 — Form a Guiding Coalition:: Assemble a powerful enough cross-functional group with the credibility, authority and energy to lead the effort; lone champions fail
+
+Step 3 — Develop a Vision and Strategy:: Create a clear, compelling vision of the future state and a strategy to reach it; the vision must be simple enough to communicate in five minutes
+
+Step 4 — Communicate the Change Vision:: Use every channel and repeat the vision constantly; walk the talk — leadership behaviour speaks louder than memos
+
+Step 5 — Empower Broad-based Action:: Remove the obstacles that block change — outdated structures, misaligned incentives, fearful middle management; enable people to act on the vision
+
+Step 6 — Generate Short-term Wins:: Plan, create and visibly celebrate quick, unambiguous improvements within 6–18 months; wins fund credibility and silence sceptics
+
+Step 7 — Consolidate Gains and Produce More Change:: Use the credibility from short-term wins to tackle bigger systems, structures and policies; do not declare victory too early
+
+Step 8 — Anchor the Changes in Corporate Culture:: Make the new approaches "the way we do things around here" by tying them to leadership succession, hiring, onboarding and storytelling
+
+The 8 Errors:: The model is the inversion of the *eight common errors* Kotter identified in failed transformations: complacency, no powerful coalition, underestimating vision, undercommunicating, ignoring obstacles, no short-term wins, premature victory, and not anchoring change in culture
+
+Linear but Iterative:: Kotter presents the steps as sequential because each step builds on the credibility and infrastructure of the previous ones, but in practice teams loop within and across steps as the change scales
+
+
+Key Proponent:: John P. Kotter (Harvard Business School), introduced in the 1995 *Harvard Business Review* article *"Leading Change: Why Transformation Efforts Fail"* and expanded in the 1996 book *Leading Change* (Harvard Business Press)
+
+Historical Context:: One of the most cited change management frameworks in business literature; widely used in M&A integrations, digital transformations, agile rollouts and culture change programmes; later complemented by Kotter's 2014 *Accelerate* (XLR8), which adds a "dual operating system" of hierarchy plus network for continuous change
+
+[discrete]
+== *When to Use*:
+
+* Planning a non-trivial organisational change (digital transformation, agile rollout, restructuring, M&A integration)
+* Diagnosing why a stalled transformation is stalled — which of the 8 errors is biting?
+* Sequencing communication and intervention activities so that quick wins land before the political resistance forms
+* Stakeholder analysis and coalition building before kicking off a change initiative
+* Reviewing whether a "completed" change is actually anchored in culture, or just a temporary policy
+
+[discrete]
+== *Related Anchors*:
+
+* <<swot,SWOT>> — strategic analysis to feed the urgency and vision steps
+* <<cynefin-framework,Cynefin Framework>> — choose the right approach (Clear / Complicated / Complex / Chaotic) for the kind of change you face
+* <<wardley-mapping,Wardley Mapping>> — visualise where change is needed in the value chain before defining the vision
+
+Counter-example:: Pure top-down mandate ("from Monday we will be agile") — Kotter's whole point is that without urgency, coalition, vision and short-term wins, the mandate produces compliance theatre, not change.
+====

docs/anchors/kotter-8-step-change-model.de.adoc

@@ -0,0 +1,58 @@
+= Kotters 8-Stufen-Modell des Wandels
+:categories: strategic-planning
+:roles: team-lead, consultant, product-owner, business-analyst
+:related: swot, cynefin-framework, wardley-mapping
+:proponents: John P. Kotter
+:tags: change-management, transformation, leadership, organizational-change
+:tier: 3
+
+[%collapsible]
+====
+Auch bekannt als:: Kotter's 8-Step Change Model, Kotters Change-Prozess
+
+[discrete]
+== *Kernkonzepte*:
+
+Schritt 1 — Dringlichkeit erzeugen:: Bedrohungen und Chancen sichtbar machen, die den Wandel jetzt nötig machen; ohne Dringlichkeit fällt die Organisation in den Status quo zurück
+
+Schritt 2 — Führungskoalition aufbauen:: Eine ausreichend mächtige, cross-funktionale Gruppe zusammenstellen, die Glaubwürdigkeit, Autorität und Energie mitbringt; einzelne Champions scheitern
+
+Schritt 3 — Vision und Strategie entwickeln:: Eine klare, mitreißende Vision des Zielzustands und eine Strategie dorthin formulieren; die Vision muss in fünf Minuten erklärbar sein
+
+Schritt 4 — Vision kommunizieren:: Jeden Kanal nutzen und die Vision unermüdlich wiederholen; Vorleben statt nur Verkünden — Führungsverhalten wiegt schwerer als Memos
+
+Schritt 5 — Hindernisse beseitigen / Befähigung:: Strukturen, fehlausgerichtete Anreize und ängstliches mittleres Management aus dem Weg räumen; Menschen in die Lage versetzen, die Vision umzusetzen
+
+Schritt 6 — Kurzfristige Erfolge erzeugen:: Sichtbare, eindeutige Verbesserungen innerhalb von 6–18 Monaten planen, schaffen und feiern; sie finanzieren Glaubwürdigkeit und entkräften Skeptiker
+
+Schritt 7 — Erfolge konsolidieren, weiteren Wandel anstoßen:: Die Glaubwürdigkeit aus kurzfristigen Erfolgen nutzen, um größere Systeme, Strukturen und Policies anzugehen; nicht zu früh "Sieg" rufen
+
+Schritt 8 — Veränderung in der Kultur verankern:: Aus den neuen Ansätzen "so machen wir das hier" machen, indem sie an Nachfolge, Recruiting, Onboarding und Storytelling gekoppelt werden
+
+Die 8 Fehler:: Das Modell ist die Umkehrung der *acht typischen Fehler*, die Kotter in gescheiterten Transformationen identifiziert hat: Selbstzufriedenheit, keine schlagkräftige Koalition, Vision unterschätzt, zu wenig Kommunikation, Hindernisse ignoriert, keine kurzfristigen Erfolge, vorzeitiger Sieg, Wandel nicht in Kultur verankert
+
+Linear, aber iterativ:: Kotter stellt die Schritte sequentiell dar, weil jeder Schritt auf der Glaubwürdigkeit und Infrastruktur des vorherigen aufbaut; in der Praxis läuft man innerhalb und zwischen Schritten in Schleifen, während der Wandel skaliert
+
+
+Schlüsselvertreter:: John P. Kotter (Harvard Business School), vorgestellt im *Harvard Business Review*-Artikel *"Leading Change: Why Transformation Efforts Fail"* (1995) und ausgebaut im Buch *Leading Change* (1996, Harvard Business Press)
+
+Historischer Kontext:: Einer der meistzitierten Change-Management-Frameworks der Wirtschaftsliteratur; verbreitet in M&A-Integrationen, Digital Transformations, agilen Rollouts und Kulturwandel-Programmen; 2014 ergänzt durch Kotters *Accelerate* (XLR8) mit einem "dualen Betriebssystem" aus Hierarchie plus Netzwerk für kontinuierlichen Wandel
+
+[discrete]
+== *Wann zu verwenden*:
+
+* Planung einer nicht-trivialen organisatorischen Veränderung (Digital Transformation, agiler Rollout, Restrukturierung, M&A-Integration)
+* Diagnose, warum eine festgefahrene Transformation festsitzt — welcher der 8 Fehler greift gerade?
+* Sequenzierung von Kommunikations- und Eingriffsmaßnahmen, damit Quick Wins landen, bevor sich politischer Widerstand formiert
+* Stakeholder-Analyse und Koalitionsbildung vor Start einer Veränderungsinitiative
+* Prüfen, ob eine "abgeschlossene" Veränderung tatsächlich kulturell verankert ist oder nur eine temporäre Policy
+
+[discrete]
+== *Verwandte Anker*:
+
+* <<swot,SWOT>> — strategische Analyse als Input für die Schritte Dringlichkeit und Vision
+* <<cynefin-framework,Cynefin Framework>> — passt den Ansatz (Clear / Complicated / Complex / Chaotic) an die Art des Wandels an
+* <<wardley-mapping,Wardley Mapping>> — visualisiert, wo in der Wertschöpfungskette Veränderung nötig ist, bevor die Vision definiert wird
+
+Gegenbeispiel:: Reines Top-down-Mandat ("ab Montag sind wir agil") — genau Kotters Punkt: ohne Dringlichkeit, Koalition, Vision und kurzfristige Erfolge entsteht Compliance-Theater, kein Wandel.
+====

docs/changelog.adoc

@@ -7,6 +7,7 @@ A chronological record of all semantic anchors added to the catalog. Community c
 *New anchors:*
 
 * *Kano Model* — Noriaki Kano's two-dimensional quality model classifying features as Must-be, Performance, Attractive, Indifferent or Reverse, surveyed via paired functional/dysfunctional questions; pairs naturally with MoSCoW for backlog prioritisation (proposed in https://github.com/LLM-Coding/Semantic-Anchors/issues/459[#459])
+* *Kotter's 8-Step Change Model* — John P. Kotter's classic transformation framework from *Leading Change* (HBR 1995, book 1996): urgency, guiding coalition, vision, communication, empowerment, short-term wins, consolidation, anchor in culture; the model is the inversion of the eight common errors that kill transformations (proposed in https://github.com/LLM-Coding/Semantic-Anchors/issues/460[#460])
 
 == 2026-05-07
 

skill/semantic-anchor-translator/references/catalog.md

@@ -575,6 +575,11 @@ Source: https://github.com/LLM-Coding/Semantic-Anchors
 - **Proponents:** Noriaki Kano (1984, *Hinshitsu* journal)
 - **Core:** Two-dimensional quality model — features classified as Must-be (basic, absence dissatisfies), Performance (linear), Attractive (delighter, exceeds expectation), Indifferent or Reverse; surveyed via paired functional/dysfunctional questions ("How would you feel if X were present? / absent?"); categories decay over time (Delighter → Performer → Must-be); complements MoSCoW for backlog prioritisation
 
+### Kotter's 8-Step Change Model
+- **Also known as:** Kotter's 8 Steps for Leading Change, Kotter's Change Process
+- **Proponents:** John P. Kotter (HBR 1995 *"Leading Change: Why Transformation Efforts Fail"*; book *Leading Change*, 1996)
+- **Core:** Eight sequential steps for organisational transformation — (1) establish urgency, (2) form a guiding coalition, (3) develop vision and strategy, (4) communicate the vision, (5) empower broad-based action / remove obstacles, (6) generate short-term wins, (7) consolidate gains and produce more change, (8) anchor changes in culture; the model is the inversion of the eight common errors Kotter identified in failed transformations; widely used in M&A, digital transformation, and agile rollouts; later complemented by *Accelerate* (2014) with a dual operating system of hierarchy plus network
+
 ### PERT (Program Evaluation and Review Technique)
 - **Also known as:** Three-Point Estimation, PERT Network Analysis
 - **Proponents:** D.G. Malcolm, J.H. Roseboom, C.E. Clark, W. Fazar