In our organization, leadership decided to merge two missions to streamline operations and maximize resources. However, we now realize that we overlooked two important steps in Kotter's change process: forming a strategic vision and enlisting a volunteer or champion for change (Bedard, 2023). Creating a strategic vision would have provided clarity and direction for the merged missions, defining specific goals and outcomes. Without a clear vision, there may be confusion and a lack of understanding among employees about their role in the merged missions' success. Having a volunteer or champion for change would have been valuable in generating support and enthusiasm. This person would advocate for the benefits and necessity of the change, increasing participation and morale. By neglecting these steps, our organization faces challenges such as misalignment and conflicting priorities among the merged missions (Bedard, 2023). Employees not involved in the decision-making process may resist the change and impede progress. Moving forward, it is important for leadership to recognize the significance of a strategic vision and the involvement of a volunteer or champion for change. Miles describes that by revisiting these steps and involving key stakeholders, we can foster purpose, alignment, and ownership in implementing the merged missions (2023)