What method of change management to sustainably engage your employees? According to McKinseyNear 70% of transformation projects failA figure that has been widely confirmed over the years and across sectors. The reasons are rarely technical or strategic. What's often lacking is buy-in. Ownership. Humanity.

Because in a constantly changing world, transformation is no longer just another project—it's a condition of survival. Digitalization and AI, ecological transition, new social and managerial expectations. Organizations, both public and private, must evolve rapidly. But one question remains: How to transform without disengaging? How to make change a collective dynamic rather than an imposed constraint?

There are many methods for managing change. Some are historical, others more recent. All attempt, in their own way, to put people at the centerHere is an overview of three of the most structuring methodological frameworks – including a more modern one, which stands out for its ability to be implemented concretely and on a large scale.

[Read also: 5 steps to overcome resistance to change]

1- Kurt Lewin's theory of change: the founding foundation

Formulated in the 1940s, the Kurt Lewin's theory is often considered the historical basis of change management. It is based on a simple, yet powerful, three-step process:

• Unfreeze : question existing habits and prepare the organization to change.
• Change (change) : deploy transformation actions.
• Refreeze : anchoring new practices in culture.

This approach remains relevant today in contexts where change is well-framed, planned, and timely. It emphasizes the psychological phase of acceptance, an essential element in order not to neglect human reactions.

👉 Limit : poorly suited to VUCA environments, where change has become permanent and non-linear. “Refreezing” is often no longer realistic.

2- Kotter's Model: Driving Change Through Leadership

Proposed by John P. Kotter (Harvard) in the 90s, this model in 8 steps: has become essential in major transformations, particularly in public, industrial or service organizations.

Key steps include:

• Create a sense of urgency
• Mobilize a supportive coalition
• Communicate the vision
• Generate quick wins
• Anchoring practices in culture

The major interest of Kotter's model is to recognize the central role of leadership and communication in change management. He emphasizes that transforming an organization requires a structured and embodied collective dynamic.

👉 Limit : the method remains quite descending, with strong top-down management. It struggles to create spaces where employees can truly co-construct or propose.

3- The SHAKE model: a modern, participatory and activatable method

Born in a context marked by permanent instability, the hybridization of work, and a profound transformation of employee expectations (autonomy, impact, belonging), the SHAKE framework proposes an approach more agile, more human, and more engaging of the transformation.

SHAKE is:

• S – Stimulate : Create momentum, give meaning, mobilize around a clear story.
• H – Humanize : Listen to feelings, recognize resistance, get on board.
• A – Activate : Launch concrete and collective actions.
• K – Calibrate : Animate over time, adjust as you go.
• E – Evaluate : Measuring impact and learning together.

Unlike previous models, SHAKE does not follow a strictly sequential logic. It works like a evolving compass, adapted to contexts where everything is changing — teams, priorities, resources.

👉 He is also designed to be deployed rapidly, thanks to a dedicated digital tool which allows to:

• launch internal consultations,
• mobilize teams through concrete challenges or missions,
• drive transformation on a daily basis,
• track engagement and drive through data.

👉 Strategic advantage: SHAKE enables organizations to do without heavy intermediaries, while benefiting from a clear, equipped and proven methodology. Consulting firms can use it, but It can also be directly carried by committed management, with the right platform.

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What these models have in common

• ✔️ Everyone recognizes that the human factor is decisive in the success of change.
• ✔️ Everyone insists on the need for clear alignment between vision, action and piloting.
• ✔️ Everyone is looking to avoid the tunnel effect or simple technical execution.

What sets them apart

Criterion	Lewin	Cutter	SHAKE
XNUMXP	Psychological	Strategic / hierarchical	Participative & adaptive
Structure	Sequential	8 fixed steps	Agile cycle
Role of employees	Subjects of change	Mobilized followers	Actors & Contributors
Deployment	Theoretical	Top-down process	Method + digital tool
Adaptability to the VUCA world	Low	Average	Élevée

Conclusion: The SHAKE Method, a toolbox for living transformation

If you are looking for a clear, proven and structured change management method, Lewin or Kotter can remain solid benchmarks. But if you wish involve your teams in a concrete, participatory and evolving dynamic, adapted to the speed and complexity of today's world, SHAKE is a promising path.

And most importantly: SHAKE can be implemented today. The method benefits from a digital tool designed to deploy it simply, efficiently, and independently. A way of reconcile strategic vision and employee commitment — two conditions that are now inseparable for any successful transformation.

[Read also – People at the heart of robust innovation: 6 best practices for building a sustainable transformation]

FAQ – Everything you need to know about change management methods

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