Adaptive Evaluation is working with a National Bank to improve the culture across five contact-centre locations.

The engagement aims to encourage stronger collaboration, psychological safety and more effective ways of working, while ensuring people feel valued. Creating cultural change, however, is more complex than running a successful workshop. It requires undoing habits, ensuring transparency and maintaining momentum.

Contact-centre staff are time-poor, teams are spread across different locations, and high staff turnover means the people involved may change before the programme is complete.

Mark Scillio and Alex Stol, Adaptive Evaluation’s founders, realised that if learning remained in their workshop materials, Miro boards, meeting notes or the memories of individual team members, its value would quickly disappear in this challenging environment. So, they invested in an operating system that would ensure the value of the workshops continued into the future and helped achieve the cultural shift the National Bank hoped to see.

Working with Stellafai, they are creating one place where outcomes, experiments, progress, evidence and learning can remain connected and accessible.

Cultural change needs somewhere to live

Adaptive Evaluation had already developed a strong approach to cultural transformation, built around outcomes mapping, systemic thinking and evidence of change.

Alex Stol and Mark Scillio are helping the National Bank’s contact-centre teams identify the cultural outcomes they want to create and the indicators that will demonstrate whether meaningful change is happening.

Workshops gave each location the space to explore its challenges, agree on priorities and design experiments.

But a workshop is only a moment in time.

The work that follows may continue for weeks or months. New challenges emerge, experiments succeed or fail, and the people involved in the programme may change.

With five locations and relatively high staff turnover, the National Bank needed the context behind the work to remain visible and accessible.

New team members needed to be able to understand:

• What their location was trying to change
• Why particular outcomes had been prioritised
• Which experiments had already been attempted
• What had worked or failed
• What the team had learned along the way

Stellafai gives that information a persistent home.

Rather than relying on people to reconstruct the history of the programme, teams can return to an evolving record of change as it happens.

An operating system connecting outcomes, experiments and evidence

Stellafai doesn’t simply monitor whether tasks have been completed.

It provides the operating system through which Adaptive Evaluation and the National Bank can connect activity to the cultural outcomes it influences.

Each contact-centre location can focus on two or three outcomes that are particularly relevant to its people and environment.

Teams can then design experiments intended to influence those outcomes, record what happens and capture the evidence or learning that emerges.

Instead of working through:

workshop → list of actions → completion

Teams can build a continuous rhythm of:

outcome → experiment → evidence → learning → next intervention

This gives Adaptive Evaluation more meaningful information to coach against.

The conversation does not have to stop at:

“Did the team complete the action?”

It can move towards:

“What happened, what might that tell us and what should we try next?”

When it comes to cultural change, completing one activity does not mean people feel more valued, collaboration has improved or psychological safety is increasing.

Activity doesn’t equal cultural change, the right activities, combined do.

Making progress updates realistic for time-poor teams

Any operating system depends on the people using it consistently.

That’s a particular challenge in contact-centre environments, where employees are balancing cultural change initiatives with demanding day-to-day responsibilities.

The update process cannot become another time-consuming reporting requirement. It needs to be quick, easy and useful.

Stellafai allows team members to record progress against an outcome or experiment without producing lengthy reports or rebuilding the context every time. We even encourage integrations that seamlessly pull data from one system into the operating system, allowing updates to be automated. This helps the National Bank capture regular signals from the engagement while reducing the administrative burden on those involved.

Short, regular updates enable Adaptive Evaluation to see where teams are maintaining momentum, where progress may have slowed and where additional support could be valuable.

The National Bank’s teams gain a shared record of what is happening without needing to create a separate report for every conversation.

Comments preserve the context behind success and failure

Knowing that an experiment happened is only part of the story. To learn from it, teams also need to understand why it worked or why it didn’t.

Stellafai’s comments give everyone involved a way to add that deeper context. Team members can record observations, explain decisions and capture factors that may have influenced the result. This means an experiment is not reduced to a binary label of “successful” or “unsuccessful”.

People can see:

• What the team was attempting
• What conditions were present
• What response they observed
• What may have helped or hindered progress
• What they would change next time

This context becomes particularly valuable when employees move roles or join the organisation.

New team members can see the reasoning behind previous decisions and understand how the work has developed because the operating system preserves exactly what happened.

It preserves enough of the “why” to make that information useful.

Connecting five locations without removing local ownership

The National Bank’s five contact-centre locations are participating in the same overarching cultural change, but they experience unique challenges.

Each location needs the freedom to focus on the cultural outcomes most relevant to its own environment.

At the same time, the National Bank and Adaptive Evaluation need to understand how those individual efforts relate to the wider cultural shift and how that shift is benefiting the business.

Stellafai’s Star Chart helps make that relationship visible.

Each location can see its own areas of focus, while those leading the programme can understand the wider patterns across all five centres.

This creates opportunities to identify:

• Similar challenges emerging in different locations
• Blockers affecting more than one team
• Outcomes receiving limited attention
• Experiments creating promising results
• Successful approaches that another location could adapt or adopt

The value, however, isn’t in the data visualisation; it’s in the conversations the shared view can generate.

Why is one location seeing progress in an area where another is struggling?

What did that team try?

Were the circumstances similar?

Could the experiment be adapted and tested elsewhere?

Rather than Adaptive Evaluation repeating every conversation, Stellafai helps successful learning travel between locations.

The operating system connects the work without forcing every centre to follow an identical programme.

Building continuity despite staff turnover

High staff turnover can make sustained cultural change particularly difficult.

People who participated in the original workshops may move on. New employees may join after key decisions have been made. Managers may inherit experiments without understanding the thinking behind them.

Without a persistent system, the transformation risks becoming dependent on the individuals who were present at the beginning.

Stellafai reduces that dependency by keeping outcomes, updates, experiments, evidence and comments accessible in one environment. A new team member can understand what their location is working towards and explore the history behind the current approach. A manager can see which experiments have already been attempted. Adaptive Evaluation can return to the engagement without relying entirely on memory, meeting notes or disconnected documentation. The National Bank can also retain more of the learning generated through the programme as institutional knowledge.

This helps cultural change become part of how the organisation operates, rather than something held by a temporary group of participants.

Creating the technical trust required for adoption

For an operating system to support work inside a bank, it must meet the organisation’s technical and security requirements.

Stellafai was reviewed and approved by the National Bank’s security team, enabling the operating system to be used as part of the programme. Approval was an essential step, but successful adoption also depends on how the platform is introduced and supported.

Stellafai is working closely with the National Bank’s technology team and Adaptive Evaluation to support adoption, resolve technical issues and ensure the system works within the realities of the organisation.

This collaboration ensures that the technology supports the cultural change rather than becoming a barrier:

• Adaptive Evaluation brings the methodology and cultural change expertise
• The National Bank’s teams bring local knowledge and experience of their contact-centre environments
• Stellafai provides the operating system that connects their outcomes, activity, evidence and learning

Making the impact of cultural change visible

This is an active programme rather than a completed cultural change initiative.

Currently, we're testing whether Stellafai can help the National Bank and Adaptive Evaluation make cultural change:

• Easier to sustain between interventions
• Accessible to new and existing team members
• Practical for time-poor contact-centre employees
• Visible across five different locations
• More capable of sharing learning and successful experiments

The aim is not to replace Adaptive Evaluation’s consultants or standardise away the differences between the National Bank’s locations.

It’s to provide the engagement with an operating system.

One that helps people understand the outcomes they are trying to create, contribute without unnecessary administrative effort and retain the context needed to keep learning and advancing the cultural change.

Because cultural change project start in the workshop and take hold through the new habits, behaviours, processes and outlook of a whole team, department or organisation.

Your change initiative needs more than an action tracker

Workshops can create energy, clarity and commitment.

The challenge is maintaining that momentum and enthusiasm when teams return to their day-to-day responsibilities, people move on or the change initiative expands across different locations.

Stellafai provides an outcome-led operating system where the purpose, progress, evidence and learning behind change can remain connected.

If you need to make the impact of a multi-team engagement visible and ensure its value survives staff churn, shifting priorities and multiple locations, talk to us about running it through Stellafai.