Why a Change Agent?
When management resists change, it often signals a deep attachment to outdated strategies, whether that’s a flawed product vision, an ineffective marketing approach, or a misaligned technology roadmap. Rather than pivot, management may double down due to fear of appearing as having misplaced confidence in their original direction. As a result, the necessary transformation stalls until someone, a champion, steps up to the challenge.
A change agent actively drives internal transformation. They challenge the status quo, build cross-departmental support, and push uncomfortable truths into the open. They typically emerge from customer-facing roles, where the flaws in the current strategy are most apparent. Their effectiveness lies in diagnosing root causes and proposing practical, data-driven solutions.
Change agents thrive by building alliances, not by alienating management. Even one senior ally can provide the early support needed to influence decisions and shift strategy.
Where to Start
Change rarely begins at the top. It starts with one person who recognises what’s broken. From there, it’s about building support, connecting with other like-minded staff, respected managers, or maybe new hires with fresh energy and ideas.
The case should be backed with data, not just opinions. Show how current strategies hurt performance or reputation. If internal advocacy stalls, subtle external pressure, like benchmarks, reviews, or recruitment challenges, can push management to reflect.
Change cannot be forced, but change agents can influence it by modelling it, bringing other employees into sharing the change agent’s views, and building momentum. That’s often enough to get management to pay attention.
A Case in Point: Sure
Sure, as the dominant telecom provider in the Falklands, shows clear signs of stagnation. Resistance to competition, outdated marketing, and weak customer engagement have led to community frustration.
An internal change agent at Sure could play a vital role in identifying the problems, gathering support, and presenting a data-backed case for change. Through careful influence and coalition-building, such a person could help the company evolve beyond its monopolistic posture and become more transparent, responsive, and customer-focused.
You cannot force change, but by modelling it, sharing success, and building support, a change agent in Sure could spark momentum in the right direction. In companies like Sure, the right internal champion might be precisely what is needed for meaningful transformation.
Conclusions
For Sure to move forward, transformation needs to start from within. What’s needed is a respected internal champion who can challenge outdated assumptions, promote innovation, and push for long-term value over short-term control.
It will take courage to speak up in an environment that has operated for years without competition or meaningful scrutiny. But without that internal sincere voice, Sure will never be able to regain the trust of the very community it serves.
The future of Sure and the digital future of the Falkland Islands may very well depend on one person inside of Sure who’s willing to disrupt the status quo.
Chris Gare, OpenFalklands, August 2025, copyright OpenFalklands
Brilliant cartoon Chris.!
I like & understand the concept of a ‘change agent’;
(mind you.. they had one of those when they first bought C&W… & look what HE did..!! Turned it into what it is now.!)
But is it Sure S.A. who needs it..? Or Batelco itself..??