Iggy's Bread of the World has undergone a radical transformation. The owners, Igor and Ludmilla, together with a small board of directors, imagine a small bread company where good people get quality bread. However, after achieving tremendous success, they have come to the option of limiting their customer base or expanding it, choosing the latter. With this new vision in place, they wanted to hire someone who would stay true to their mission and be able to grow their company as they did. The goal was for Iggy, Ludmilla and Nikola to transition the day-to-day operations of the company so it could grow and expand while focusing on making a quality product. For this reason they hired Matthew McRae, an acquaintance of Ludmilla who she met on the playground while playing with her children. After he was hired, the owners put McRae through a trial process to see if he would fit in with the company and eventually hired him as Chief Operating Officer (COO). Mr. McRae's job was to grow the company, and that's when the problems started. Some problems arose when McRae began to change organizations; however, some changes were also positive. The next two paragraphs will review Kotter's 8 steps to transform an organization. The first step Kotter outlines is to create a sense of urgency within the organization. This is also the fourth commandment for making change. Igor and Ludmilla knew they needed to institute some form of change and choice to grow the organization. This way they hired a COO; however, during the trial they never established a plea of ​​urgency against him or their workers. Their vision was different from the typical corporate one, they chose bread and butter positions because they wouldn't interfere... middle of paper... over; however, it includes more details on how to implement the plan. What went well is that Igor was able to communicate well with his employees and grow the company to a certain point. What also went well is that he involved people in administrative work, like his younger brother Nikola. However, Igor failed to share his vision with the new administrative staff and the COO. The tenth commandment is to strengthen and institutionalize change has never been fully satisfied on the administrative side of the company. This step was not fulfilled adequately, not even Igor, mainly because it was excessive. The new COO did not demonstrate his commitment to the transformation process, especially since he resigned and asked to return with a pay raise and more benefits. This commandment was never fully respected due to all the problems that occurred within the administration.