Step One: Creating Urgency Change can only come when the whole organization wants it. If only a section of the organization understands the vision, then, the planned changes are a pipe dream. Hence, leaders must initiate and promote a sense of mgency around the proposed changes. Kotter (2012) puts it clearly that change can only be successful if 75% of a company's management buys into it. The change campaign must be directed at every member of the company, from the top leadership to the subordinates. The good thing about this form of drive is that initial motivation is sparked, and things start moving. Kotter (2012) reiterated that this step is not just about revealing poor performance statistics to employees, but a convincing dialogue on the future direction that the company ought to take. The dialogue must be honest and open about what's happening in the marketplace and the position of the competitors. For instance, a leader can map out potential threats and come up with scenarios on what could occur in the future (Kotter, 2012). Lunenbmg (2010), added that, in some instances, those in authority can examine opportunities that could be exploited in the future and communicate them to all participants. To effectively manage change