Agile Change Agent Training: My Experience

Accredited Training Organisation: Capability for Change Limited

Learner: Daniela Hengl, Executive Master in Digital Transformation – Leading Data

I support data-driven transformations in the Swiss insurance and financial industry, focusing on identifying and realizing the value of data within specific business areas along the value chain. For example, I assist with strategic investment planning through the integration of data value creation into Lean Portfolio Management or collaborate with teams to identify the added value of data in Epics (initiatives) —aligning strategic goals with operational execution. In one project, we developed a "Data-Value Framework" for a major insurer to clarify and prioritize data value.

But data alone isn’t enough to turn data into competitive advantages: I help organizations build flexible governance structures (roles, processes, agile formats) that adapt to teams and workflows rather than rigidly enforcing them. Simultaneously, I maintain close exchange with academic institutions to validate latest research on Data & AI for practical implementation and stay updated on regulatory trends.

I stumbled upon the APMG certification’s introductory session on their website and registered immediately. The methodology resonated with me because it frames change as a mindset, not as a rigid system.

On one hand, I wanted to ground my practical experience in change projects with a recognised credential. APMG provides a clear quality benchmark. On the other hand, I sought approaches to engage stakeholders across departmental boundaries in prioritization. The Agile Change Agent methodology offers a structured framework that remains adaptable to real-world needs.

The course is based on Melanie Franklin’s book. Participants receive the eBook in advance, complete with page references and materials to prepare. A technical test for the online exam clarified the setup, and the trainer guided us through the exam portal to eliminate hurdles.

The focus was on designing and structuring agile change projects, with emphasis on interpersonal aspects like relationship-building and fostering a change culture. Melanie Franklin’s expertise stood out: She integrated practical examples and tailored the content to our team’s level. Her approach was to practice what she teaches which created a trusting atmosphere.

The APMG Agile Change Management methodology enabled me to work with stakeholders to uncover the value of each initiative and set priorities. Today, this approach fills a critical gap in my work, allowing me to bridge strategic objectives with operational realities—whether top-down or bottom-up. The combination of agile methods and real-world practice creates a direct pathway from planning to execution.

Agile Change Management is not a method but a mindset: The Change Agent acts as a facilitator, aligning initiatives with the specific context. This reflects in my work, particularly when balancing strategic planning with local execution.

a) Flexibility: Transformations demand adaptability to align with team cultures and structures.

b) Data Value: Insights are uncovered top-down and bottom-up, always in sync with strategic alignment.

c) Governance & Compliance: Frameworks for data protection or AI regulations must reconcile compliance mandates with operational realities.

My takeaway: Success hinges not on a perfect model but on stakeholders’ willingness to adapt. The Agile Change Manager fosters this through ongoing reflection—a process that builds trust and accountability.