The bread of Iggy's world has undergone a brutal transformation. The owners, Igor and Ludmilla, with a small board of directors, envision a small bread business where people get quality bread. However, after experiencing huge success, they chose to limit their customer base or expand, they chose the latter. With this new vision in place, they wanted to hire someone who would stay true to their mission statement and be able to grow their business like they did. The goal was for Iggy, Ludmilla, and Nikola to hand over the day-to-day operations of the company so that it could grow and expand while focusing on making a quality product. To do this, they hired Matthew McRae, an acquaintance of Ludmilla's whom she met on the playground while playing with her children. After his hiring, the owners put McRae through a tryout process to see if he would fit into the company and ultimately hired him as chief operating officer (COO). Mr. McRae's job was to grow the business, and that's when problems began to arise. Some problems arose when McRae began to change the organization; however, some changes were also positive. The next few paragraphs will examine Kotter's 8 steps to transforming an organization. The first step Kotter describes is creating a sense of urgency within the organization. It is also the fourth commandment for executing change. Igor and Ludmilla knew they had to introduce some form of change and make choices to grow the organization. In doing so, they hired a COO; however, during the process, they never instituted an emergency declaration against it or its workers. Their vision was different from that of a typical business, they chose their bread locations because they would not interfere...... middle of paper ...... step; however, it includes more details on how to implement the plan. What went well was that Igor was able to communicate well with his employees and grow the company to a certain extent. What also went well was 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 reinforce and institutionalize change has never been fully respected on the administrative side of the business. This step was not taken correctly, even like Igor, mainly because he overworked himself. The new COO did not demonstrate his commitment to the transformation process, mainly because he resigned and asked to come back with a salary increase and more benefits. This command was never fully respected due to all the problems that arose within the administration..