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The birth of the "Change Agents Network"
How do you implement New Work sustainably in a bank and get everyone on board? Three years ago, this consideration laid the foundation for the development of an innovative concept at Graubündner Kantonalbank. The "Change Agents Network". A new way of approaching companies changes
It was clear that individuals can do little top-down when it comes to cultural development. What is needed is an association of motivated people in the organization who are behind the topic. The central idea was therefore to use the power of a network, i.e. to act bottom-up in order to make progress as an entire company "down-up" on the topic of New Work .
An in-depth cultural analysis then confirmed: "Yes, we have a need and see it as an opportunity to involve employees from all levels in the transformation," reports project manager Gianna D' Assisi.
Challenges as fuel for change
GKB not only wants to become a pioneer in the field of New Work , but also to counteract the shortage of skilled workers. Keyword: increasing employer attractiveness. This should also be practiced internally. That is why further training and job enrichment opportunities are being offered and a new culture of leadership and collaboration is being established. The Change Agents Network plays a key role in this. It supports these challenges and is responsible for
- Managing and supporting change processes
- Moderating change events
- leadership Provide proactive support in the New Work topics and act as a sparring partner
- Bringing in a bottom-up view
- Actively promoting and living positive leadership and culture
- Link between the team and leadership
- Active part in employee surveys (cultural analysis, personal assessment)
Building the network and training the change agents
The change agents are selected through a self-regulating selection process from all areas of GKB. The training, a three-day event in collaboration with Change Experts and the Energy Factory, is strategically supported by the Head of Human Resources. The network is organized into six groups, each consisting of around ten people. Regular meetings, events and training on topics such as New Work, new culture and workshop moderation guarantee continuous development. Today, the network consists of over 60 change agents.
The qualities of a change agent
Change agents must have a wide range of skills. However, the most important element is probably an open Mindset mindset and a doer mentality. You have to want to make a difference and be actively involved. What also helps: perseverance, frustration tolerance, critical questioning of the status quo, creative thinking and courage. These skills are crucial in order to initiate and implement changes in a targeted manner and, above all, to be able to inspire others.
Voices from the field
The feedback from managers shows the value of the network. The support provided by the change agents and their sparring partner qualities, generational diversity through different age groups and bottom-up driven inputs are perceived as valuable. The change agents report that they themselves benefit greatly from the new task, but that it is sometimes also very resource-intensive. The role as a moderator in one's own team requires tact and sensitivity, while at the same time professional expertise and appreciation are required.
An exemplary success story from the program comes from change agent Angela Sturzenegger. By holding cross-departmental workshops and taking on roles in other teams, she has not only driven her own development, but also created added value for the entire GKB and established an understanding of New Work in other departments.
The formula for success: Tips for peers
Finally, the experienced minds behind the Change Agents Network pass on their tips for success. Gianna D' Assisi, co-initiator of the program and personnel developer, emphasizes: "The path to successful change is not without obstacles. The acceptance of the management and its top-down support as well as the initiative and doer mentality of the change agents bottom-up must harmonize. Raising awareness of this down-up principle requires clear and transparent communication and perseverance." The solution? Regular information meetings, a clear vision and proactive management of the network. Training, clear role definitions and targeted feedback not only raise awareness of the topic, but also maintain motivation.
Skilly Award 2023 in the Overall Bank Development Program category - well deserved!
skillaware congratulates Graubündner Kantonalbank on Skilly Award 2023. With the Change Agents Network, it has found a way to proactively shape transformation and change. In doing so, it is promoting a developmentMindset and a culture that focuses on strengthening transversal skills and new forms of leadership and collaboration.
Want to find out more about the Change Agents Network? Listen to the entire Podcast interview with Gianna D' Assisi and Angela Sturzenegger.
