Using Change Agent Networks to Drive Adoption and Usage
600+
Contact centre agents supported
100%
Project objectives achieved
12+
Future leaders identified
The Challenge
A large financial institution needed to implement a new CRM system across their 600-seat contact centre without disrupting customer service levels. The technology represented a significant change for agents, requiring careful management of adoption and usage while maintaining service level agreements.
Beyond the immediate system implementation, the organisation faced a broader challenge: how to build sustainable change management capability that would support both current and future transformations, while effectively engaging front-line staff in the change process.
“We revolutionised this contact centre's operations by implementing a strategic change agent network that ensured successful CRM adoption whilst building lasting capability.”
— Change Agent Lead
Solution
- Created a strategic change agent network using informal team leaders
- Developed a comprehensive change agent training programme using Prosci methodology
- Established clear roles and responsibilities distinct from operational management
- Built formal feedback channels between front-line staff and project leadership
- Integrated change agent responsibilities into job specifications and performance measures
- Created dedicated Change Agent Lead role to coordinate network activities
CRM Adoption Requirements
Understanding that successful CRM adoption required both broad support and deep engagement, we implemented a strategic change agent network structure. Working alongside Learning and Development, Human Resources, and Internal Communications teams, we created a comprehensive approach.
The Network Operated Through Two Key Roles:
Change Agents: Selected informal leaders who:
- Filtered communication to team peers
- Received feedback from peers
- Reported to Change Agent Lead
Change Agent Lead: Collated and presented feedback to project and change team structure
To ensure sustainability, we:
- Delivered change agent training using Prosci methodology
- Created clear differentiation between change agent and supervisor roles
- Updated job specifications and performance measures
- Established formal feedback channels
The Results
Enhanced Project Delivery
- Achieved all project objectives
- Successfully implemented new CRM system
- Established effective feedback channels
- Ensured staff voices were heard at senior levels
- Built change management competency
- Identified future leadership talent
- Created foundation for future changes
- Increased staff involvement
- Demonstrated value of employee feedback
- Issues reached and addressed by senior project levels
Founded in 1994, Prosci is a global leader in change management. We enable organizations around the world to achieve change outcomes and grow change capability through change management solutions based on holistic, research-based, easy-to-use tools, methodologies and services.