Clearing the runway for change: A sales function success story
Managing change is not just about launching new projects, but also about fitting those changes into the day-to-day operations of the business, especially in high-pressure environments like sales. This was never clearer than when the sales function of a major insurer faced a month with thirteen different change initiatives on the horizon. With looming sales targets and the end of the financial year approaching, the team realized two of these changes were particularly major and urgent, each coming from different parts of the organisation.
The business knew that, based on past data, periods of concentrated change nearly always led to missed targets and extra work. But initially, it looked as if there was no way around the situation. Both major initiatives were tied to compliance deadlines and benefit realization, and pressure was mounting from all directions to deliver everything as soon as possible.
A turning point with clear, consolidated data
Unlike previous years, the team had a new advantage. Using The Change Compass, they could finally see, in a quantified and visual way, just how much change was heading toward the sales function. The full impact across all thirteen initiatives became impossible to ignore. Instead of relying on intuition or guesswork, leaders responded to real numbers and trends that told a clear story: trying to land all thirteen changes would stretch teams thin and likely reduce the benefits of each initiative.
With this understanding, the operations team joined with senior managers and the leads of the two major projects to re-evaluate priorities. Conversations became more productive and focused on what was truly essential during a high-demand period.
Refocus on value, not volume
Decisions were not easy. Stakeholders were keen to meet compliance obligations as fast as possible, but the data showed the risk of overwhelming the sales team and jeopardising both business performance and initiative success. Ultimately, the team decided to deprioritise less urgent projects, trimming the schedule from thirteen initiatives to just six.
This approach ensured the sales function had the capacity and energy to implement the most important changes successfully. The adjustment gave everyone involved a greater sense of control and provided confidence that compliance and business objectives could be met without excessive strain on staff.
Measurable impact for both sales and project outcomes
The result was powerful. The business avoided the exhaustion and confusion that comes with too much simultaneous change, and the two key projects received the attention and resources needed to succeed. Sales performance did not suffer, targets were not sacrificed, and the combined value of managing change in this way was estimated to be more than half a million dollars in avoided additional work.
This experience moved the conversation from how much we can do to what we should do now for the greatest impact. These are decisions that support not just short-term success, but also build long-term resilience and reputation for the sales function.
A new way forward with The Change Compass
The real story here is the shift in mindset that The Change Compass enabled. With reliable and actionable information, teams did not have to rely on last-minute adjustments or gut feel. Senior managers could see the road ahead, make informed trade-offs, and ultimately protect both their people and their goals.
If you have faced times when your organisation juggled more change than your teams could bear, you know how valuable this kind of clarity can be. The Change Compass offers a way to navigate these challenges confidently, support the right conversations, and ensure every change effort delivers its intended value.
Imagine giving your business the tools to see the whole picture, act on what matters most, and achieve meaningful outcomes without compromising performance. With The Change Compass, that possibility is within reach. Take the first step to better change management and stronger business performance by putting insight at the heart of your decision-making.
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