Purpose: The purpose of this paper is to chronicle a major curricular change initiative involving BBA and MBA core program reviews and revisions at an Association to Advance Collegiate Schools of Business (AACSB)-accredited College of Business. The authors provide rationales for the change effort that likely mirror those of similar institutions. Kotter's 8 steps for transforming organizations (1995) are overlaid with the sequence of actions taken by the key change agents. Several examples of specific changes are provided to illustrate how the initiative was planned and completed, aligned with Kotter's 8 steps. Design/methodology/approach: This paper reports a case study of action research conducted during an extensive curricular change intervention undertaken at the focal institution. It includes details regarding how key change agents collected data to support the initiative, including conducting a survey, meeting with stakeholder groups and collecting information about other institutions. Findings: The curricular review and revision process is challenging but navigable with a clear plan. Kotter's 8 steps provide a solid foundation for such initiatives that can be tailored to the desired outcome(s) and the context within which the change is being pursued. Key takeaways and recommendations are interwoven within the narrative, intending to guide ambitious readers through a similar curricular change process with greater efficiency and effectiveness. Originality/value: This paper is unique in its focus on a major curricular change initiative within an AACSB-accredited College of Business. It goes a step beyond a typical narrative case study by incorporating action research grounded in Kotter's well-supported change management paradigm. As such, this paper represents a unique contribution to the literature.