The Confluence of Risk Management and Stakeholder Management
Business transition is the secret weapon in delivering heavy-duty sustainable change. Business Transition refers to the change transition and project management transition activities that help to embed new processes born of business transformation and enables holistic change adoption. Change and Transition activities are dovetailed in a way that builds sustainable change and reduces risk on the project but also post the project closure. Business Transition reminds everybody in the change process at all time that a balance must be struck between the people at the centre of the change and everything that happens around them.
Business Transition Management as the Integration Layer
Business Transition serves as the integration layer between change management and program management and the process that enables operational readiness, cutover excellence and people engagement and guidance to reach the desired future state of a business transformation or large scale change management exercise, without compromising or risking business continuity and fully enables business change adoption by ensuring people understand and buy into the need for change, describe and document their roles and responsibility and engage and participate in the rearchitecting and transformation of their new processes and documenting the To-Be architecture of process designs.
Business transition management enables, manages and de-risks the implementation and cutover of change through in detailed and wide-ranging stakeholder engagement and planning, development of and/or validation and standardisation of operating models, integration tests of the new system with new process and procedure and people change
Business Transition Management is integral to a superior and successful change management process and acts as a cornerstone of people communication within a transformation programme, having deeper conversations in the organisations and highlighting operational and functional conflicts, deficits and gaps.
The ‘Day 1 Excellence’ Principle
Business Transition is predicated on the idea that on Day 1 of the future state which henceforth is the new business as usual, that on that day, everybody knows, understands and can play their position fully, completely and has complete clarity, capability and tools to do so and progress the organisation’s business as planned. The purpose of Business Transition is to make Day 1 as close to correctness and excellence as it is possible to get, and also ensure that there is a process in place to capture and remediate issues at pace such that business continuity is never endangered. Putting the right structures in place makes Change Adoption seamless.
The Transformation Challenge is Transition
Organisational change is challenging, as much for SMEs as for large corporates, Upheaval and uncertainty exist in equal measure for both. Change Management Business Transition is an integral way to manage the risks inherent in embedding, persisting and adopting change across the board.
Business Transition, because it adopts a 360 degree view of the program objectives, actions and deliverables and starts right at the outset and is end to end, is a paramount risk management strategy. This is the only workstream dedicated to managing the people side of change, after all the most important part of change management. It focuses from the outset on the actions that need to be taken to help people undertake paradigm, logical and psychological shifts in the work they do, they work they do and the way they see themselves in that work. It is the magic glue between the target operating models that are developed to underscore and support the solution, the people and platform integration and testing and controlled cutover into business as usual. It is the workstream that integrates with all others to enable transition and that focuses on equipping people to make this happen.
Jam tomorrow is strawberries today. All the promise. All the potential, all there for the taking. Let’s make it right, let’s make it good, let’s make it last. That’s managing change sustainably.
Although the transition implementation phase kicks in during delivery and implementation and cutover, the transition process should be involved from the start of the change cycle to define the transition problem statements, risks, issues and program workstream dependencies. Transition starts at the inception of the program and focuses on the operational, procedural and people aspects of the project with a focus on the people side of change, so during the entire process of transformation.
Communications, it may be imagined, play a vital role in effective communication with all the key stakeholders directly or indirectly involved, modified and impacted in the process. Business Transition Management deliverables incorporate the production of the target operating model and process designs, operational readiness plans, and include and rely on process and platform integration Tests, knowledge transfer and staff training and dress rehearsals.