The Transformation Journey of a Change Agent

The day I took on the position of Change Agent (CA), a joke outlined the doubts from my colleagues: "Are you an internal police officer?" The smile in response could not hide my great concerns. More than anyone, I understood that it was not a position, but a mission.

How to build consensus for each important link - from UB, PRM, VRM to LS, so that positions are ready to implement a comprehensive transformation model?

The first period was a period filled with heavy pressure and sighs. The fatigue was expressed through the complaints of colleagues, and there was also a resistance that did not lie in ability, but in psychology, in the barrier called habit.

Universal Banker (UB) faces rejection from regular customers who are content with traditional transactions. For UB, customers who have previously transacted at the counter, encouraging them to download the mobile application and transact on digital channels is a big challenge.

Premier Relationship Managers (PRMs) struggle to find the space between the grind of customer service and the demands of innovation. The new model’s tight customer meeting schedule makes it difficult for staff to find time for tasks they previously “never did”.

Virtual Relationship Managers (VRMs) face hopeless calls, every attempt to call for consultation often only receives silence or refusal from customers, easily causing frustration for the person performing the call.

For Loan Support (LS), due to the nature of the support work, efforts may not be measured, staff are rarely recognized, which can easily lead to feelings of grievance.

From analyzing and evaluating each job position like that, I concluded that the real pressure comes not from the amount of work a CA needs to do, but from the worry that the CA's efforts have not really created value for colleagues. In the evenings staying at the office, looking at the screen with stagnant numbers on the Dashboard, I realized: The biggest challenge is not to guide operations, but to change habits and sow seeds of trust.

Accompanying Strategy: From Guidance to Spreading Trust

Instead of giving up, I decided to restart the strategy from the very basics. I did not choose the role of a lecturer or a commanding person, but chose to become a companion, implementing the motto "work together, make mistakes together, fix together". With UB, I patiently performed each application installation operation, even repeating it many times. With PRM, we rewrote the consulting script together, adding sincerity and emotion, instead of the rigidity of the profession. With VRM, we learned to make calls with the goal of listening and understanding, not just to complete KPI targets. With LS, I reviewed the processes, optimizing every detail to ensure a smooth workflow.

Gradually, complaining gave way to initiative. I learned that the role of a CA is not only to “guide” but also to accompany and spread the belief in change.

Trust is the foundation of transformation

The transformation started with positive customer feedback: “Using BIDV SmartBanking is faster and more convenient than I thought,” or “The first time I received notification that my application had reached the appraisal stage, I felt like I was being accompanied instead of waiting in silence.”

The real magic happens when the “warriors” start sharing their successes: UB proudly boasts about customers voluntarily converting to digital and expresses satisfaction with the enthusiasm of bank staff; PRM now meets customers with the mindset of telling a story of change, not an imposed sales task; VRM is not only remembered and recognized by customers, but also receives proactive calls seeking support. VRM today has truly succeeded in turning work into connection. LS has felt its own value in the transformation journey; the records run smoothly and receiving thanks from customers affirms the meaning of their efforts.

Despite the efforts that go along with the job positions, now, people come to CA not to reflect the pressure, but to show off their achievements. Their success is my success. They can do it - that means my mission is complete. I realize that: Transformation does not come from technology or process, but from people. RBT is not just a project, but a journey of faith. Transformation is not in the training slides, but in the confident eyes of colleagues, does not start from software, but starts from the courage to change each individual. I understand that: "Transformation is not a movement but when each person dares to change themselves, a little, every day."

Now, I am proud of my role as a CA. I do not run after targets, I run after trust. I do not seek glory, I am the one who turns on the light switch for my colleagues. I do not need to stand under the light, I just want to light up where I am. Although there were times when I felt small in this journey, I had the opportunity to witness the real transformation - originating from people who dare to believe, dare to do.

BIDV Hong Ha transforms

The journey of transforming the RBT model at BIDV Hong Ha is not only a change in structure or working process, it is a strong transformation in the thinking, capacity and spirit of the entire branch. After a period of persistent implementation and operation, BIDV Hong Ha has marked phase 1 with impressive numbers and many substantial results.

The successful closing rate reached 75%, with more than 1,600 products and services sold in August 2025 alone, clearly demonstrating the initiative, professionalism and spirit of mastering the new model of the staff. Particularly, the PRM and VRM blocks achieved outstanding performance compared to the average of 38 branches implementing the same model.

Business activities recorded remarkable growth: New capital mobilization increased to 332.47 billion VND, outstanding loans reached 274.56 billion VND, life insurance premiums reached 757.09 million VND, 69 new international credit cards were issued. Thanks to the LS support model, each sales staff saved an average of 7 working hours/file, focusing on consulting activities, exploiting needs and taking care of customers.

In particular, the customer satisfaction score (CSAT) reached 4.9/5, reflecting the trust, professionalism and dedication of BIDV Hong Ha team in every service touchpoint.

These results not only demonstrate the effectiveness of the RBT model, but also affirm the spirit of solidarity, commitment and breakthrough aspiration of BIDV Hong Ha collective - always ready to innovate, master technology and aim for a professional, modern and sustainable retail standard.

Ngoc Que