How should a TELUS CX program approach change management?

• A. Engage stakeholders early, communicate value, train users, and establish incentives and governance.
• B. Centralize all decisions at the top without consultation.
• C. Delay communication until after deployment.
• D. Focus only on technology implementation.

Answer: (A)

Change management in a TELUS CX program hinges on people and how they adopt new ways of working. Engage stakeholders early to build alignment across front-line teams, managers, IT, and leadership. When you clearly articulate the value—how the change improves customer experiences, speeds resolution, and delivers measurable outcomes—people understand why the shift matters and are more willing to participate. Training is essential so users can effectively operate new tools and processes, reducing friction at the moment of adoption. Establishing incentives and governance creates accountability and sustains momentum: incentives encourage the right behaviors, while governance ensures consistent execution and ongoing measurement against CX goals.

This approach addresses motivation, capability, and structure, which are all needed for lasting change. Without early engagement, there can be resistance; without clear value communication, confusion and doubt grow; without training, adoption stalls; without governance, improvements may fade over time. In contrast, options that centralize decisions without consultation, delay communication, or focus solely on technology overlook the people and processes that actually drive customer outcomes.