Most insurance agencies don’t struggle with technology because of bad software; they struggle because change is hard to implement. Agencies that succeed start by stating what business problems the technology will solve. They tie it to daily workflows and outcomes so teams understand what will change and why it matters.

When technology is seen as a tool that makes work easier and not just something else to master, engagement and ownership increase. Below are common pitfalls and practical strategies to avoid them, including lessons from Ontario Teachers Insurance Plan’s (OTIP) transition to Epic Browser.

Treat Technology as Workflow Change

Technology initiatives struggle when they’re treated as technical rollouts instead of positive changes to how work gets done. When a system is positioned as a business improvement, employees are more likely to experience it as support, not disruption.

It’s valuable to define the business problem first, whether it be reducing turnaround times, improving data accuracy, enhancing the client experience or standardizing workflows. With that foundation, it’s then easier to connect the system to daily work so teams understand what’s changing and why.

When OTIP moved from Epic Desktop to Epic Browser, we framed it as more than a platform change. Instead of focusing on features alone, the rollout emphasized how a browser‑based experience would improve daily work. That framing helped teams see it as progress rather than one more system they had to learn.

Use Pilot Groups to Build Confidence and Credibility

Pilot groups build confidence by bridging the gap between planning and real‑world use. By engaging a small group early, agencies can see how the technology affects workflows, identify friction points and refine training and messaging before a full rollout.

Pilot participants also become trusted peer advocates. When colleagues who do the same work say the system is usable and beneficial, uncertainty and resistance drop. At OTIP, we engaged pilot users early in the Epic Browser transition to validate workflows, anticipate questions and strengthen training materials. By the time we launched broader training, we already knew the most common issues — installing the Connection Suite and keeping browsers updated — so we could troubleshoot quickly and reduce disruption.

We also chose users across all teams within the brokerage who had varying comfort levels with technology to get a broad perspective. This ensured that all processes within the organization were being tested in the new system and adjustments made if required. Those early users helped normalize the change and became go‑to resources during broader deployment, shifting the rollout from a top‑down directive to a more collaborative process.

Communicate Early and Expect a Learning Curve

Communication makes change feel supported instead of forced. Agencies that prioritize change management communicate early and often. They focus not only on how to use the system, but why it’s necessary and how it supports long‑term goals. Acknowledging disruption, inviting feedback and reinforcing expectations builds trust and helps the change become the new normal.

During the Epic Browser transition, our training set expectations for what would feel different at each stage, where to go for support and how feedback would be used. We were also upfront that Epic Browser might feel unfamiliar at first and that comfort would come with time and regular use. To reinforce that message, we shared common friction points pilot users experienced — such as the updated Add Activity workflow — and explained how those pain points eased with practice. That helped address concerns early, before they became barriers.

Assign Post-Go-Live Ownership

Ownership after going live keeps adoption from fading. When no one is accountable, momentum stalls. Successful agencies assign clear ownership for post‑go‑live activities, including:

• Ongoing optimization.
• Reinforcing standard workflows.
• Monitoring adoption and usage patterns.
• Addressing emerging pain points.

Leadership engagement is critical. When leaders use the system, reference it in meetings and reinforce expectations, teams follow. When leaders disengage, adoption declines.

After rollout, OTIP maintained active ownership of the Epic Browser transition with a dedicated group supporting teams, reinforcing expectations and keeping the platform central to daily operations.

To make technology successful, manage the change as deliberately as the system. Projects rarely fail because of the software; they fail when agencies underestimate people, process and leadership. With clear goals, effective communication, pilot engagement and post‑go‑live ownership, agencies can turn technology investments into lasting improvements — so teams rely on the system long after launch.