You are Annelies Kuipers, Change Lead at Maasland Verzekeringen, an insurer in Utrecht. Twelve weeks after launch, only 34% of people use the new way of working on an ordinary day. Before you design the next phase, you have to decide whom you start with.
The situation
It is Tuesday, 14 April 2026. Maasland has 2,100 employees and €640 million in premiums, and it built its cost advantage on careful, manual underwriting and claims handling. In 2025 it bought a workflow platform to move 18 teams, about 600 people, into team-based working: daily stand-ups, shared queues, cases owned end to end. Six teams went live in January, to a full auditorium and a company-wide email. Two of them have already gone back to their spreadsheets.
The board asked for 80% daily use by month nine. The licence renews in month ten, and the Chief Financial Officer has said that if network-wide use is still below 60% he will cancel it and write off the programme's €1.2 million. About €790,000 is left; the rest went on licences and the launch event. A team currently takes about seven months to use the system on its own, and the calendar allows five. Maasland's earlier rollouts were announced by email, trained once, and settled near 40%.
The pulse survey's resistance index has risen from 28 to 51 out of 100. Ingrid Molenaar, who runs claims, has given you two months: if she does not see real adoption in her area, she will recommend reverting the whole division. A group of line managers has made its scepticism plain, and your boss, Chief Operating Officer Rutger Boersma, has staked his credibility with the board. Twelve teams, about 400 frontline staff, are waiting their turn.