Kotter's 8-step model and how it can be used to implement a new event sponsorship program?

• A. Create urgency, form guiding coalition, develop vision, communicate, empower action, generate quick wins, consolidate gains, anchor changes.
• B. Identify sponsors, draft contract, deliver goods, measure ROI.
• C. Plan event, assign tasks, run event, review outcomes.
• D. Create budget, seek approvals, launch marketing, debrief.

Answer: (A)

The main idea being tested is using a change-management framework to roll out a new sponsorship program. Kotter’s eight-step sequence guides how to drive lasting organizational change, not just execute a one-off project, which is essential when introducing a sponsorship program that affects processes, culture, and stakeholder relationships.

In practice, you’d start by creating urgency about the need for sponsorship—highlight funding gaps, audience reach, and activation opportunities. Form a guiding coalition that includes senior leaders, marketing, finance, and event delivery to steer the initiative. Develop a clear vision and strategy for the sponsorship program, detailing how packages align with the event’s goals and how sponsors will be activated. Communicate that vision repeatedly to internal teams and potential sponsors to build broad support and alignment. Empower action by removing barriers—streamline approvals, provide decision-making authority, and supply teams with activation playbooks and templates so they can pursue sponsor deals confidently. Generate quick wins by securing initial sponsors and delivering visible activation results that demonstrate value. Consolidate gains by broadening sponsor outreach, refining packages, and embedding sponsorship processes into standard planning. Finally, anchor the changes by making sponsorship a regular part of budgeting, planning cycles, and performance metrics so the new approach sticks over time.

Other options resemble straightforward project tasks or event workflows, such as planning and executing an event, drafting contracts and ROI, or launching marketing during a budget cycle. They don’t systematically address the change required to adopt sponsorship as a core, sustained capability within the organization.