Case Study Graphic-01
Finance/Banking

1 mins

Using Change Agent Networks to Drive Adoption and Usage

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. 

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“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

The 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

Sustainable Benefits 

  • Built change management competency
  • Identified future leadership talent
  • Created foundation for future changes

Employee Impact 

  • Increased staff involvement
  • Demonstrated value of employee feedback
  • Issues reached and addressed by senior project levels 

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