In my organization, a change that occurred was to the internal correspondence routing process. Previously, memos, projects, and other documents were moved through various departments and management physically. The organization decided to improve this process by implementing a new digital platform. However, this change did not come from senior management but rather started from a couple of middle managers who built the platform that transmitted the data files with all necessary attachments and tracked the status of each transaction. The organization did follow the 8 steps in Kotter's model: establish urgency, build guiding coalition, form strategic vision, recruit a volunteer army, remove obstacles to empower action, generate short term wins, sustainability, and institute change (Kotter, n.d.). However, they were not necessarily done sequentially, and some steps were done concurrently. First, the originators of the idea identified the reasons and need for this change in the organization. The program would track status more efficiently to save time, prevent documents from getting lost, and save on office resources and supplies. This would give employees more time to spend on other projects and help customers. The originators then found additional employees from different departments and management levels that agree with this change and