Business Transition:

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.


Business Transition Management Functions

The business transition function is to help to understand and help formulate the response of people in the organisation towards change and throughout a programme will do the following and more.

  • Understand, identify and define the opportunities for and areas for change and helping the programme board to present that in positive transformative terms. 
  • Articulate, communicate and evangelise the agreed and desired to-be vision
  • Decompose the vision into action and participation components to realise the objectives.
  • Marshal internal and external resources to complete the outlined works
  • Create a feedback loop to capture feature gaps, opportunities and new and consolidatable change drivers
  • Create a risk framework for implementation, cutover and live running and create concomitant action and readiness plans to combat these risks
  • Ensure behaviour and attitudes modification and anchors for sustainable change adoption.

The Business Transition Lead

The Business Transition Lead resolves issues and removes obstacles, remediating conflict and ameliorating potential toxicity arising in teams. Theirs is the duty of ensuring alignment between the business change objectives and its brand values so that the negative impacts to brand perception can be avoided.

Their job is to coordinate and arrange timely operational and collaborative prerequisites – knowledge, data, skills, people and environments – are in the right place at the right time, and they organise operational readiness planning and rehearsals, identifying the gaps in individual capabilities teams and functions as well as the need for knowledge transfer, upskilling and training.

Business Transition Management and Operational Readiness

Business Transition is the process of facilitating a business shift from its current state to its next necessary state based on the business objectives of the change program. It ensures that all the components for the transformation need to operate in lockstep so that solution is complete for all of your people, the processes they manage and the technology and tools they use to do that. Business Transition is, therefore, the linchpin of implementing sustainable change.

Business Transition and Risk

Business Transition Management helps to manage cutover and readiness risk as well as of course change adoption risks. Operational Readiness Transition Testing is a way to really flex and stretch the Target Operating Model design, the developed solution components against the business’s real operational timelines in ways that do not endanger business continuity.

Change Readiness

Change Readiness is important for delivering change but it is the business project transition that ensures there are structured and comprehensive plans in place that ensure that there were plans that replicate the future state Business-As-Usual and that they are fully resourced. IT projects transitioning is more visible and recognised as an all-important phase of pre-delivery discipline but the business transition and operational readiness extends this far beyond the IT and software collateral and seeks to apply the same disciplines used in verifying and validating software, in building strong change deliverables.

  • The Blueprint of the Desired Change is Imprinted on the Organisation through Business Transition 

Business Transition guides the design of change and processes for embedding the key features of the change with regards to the people impacted, the integration of the technology platforms and tools and the transition elements from project inception to cutover to post-project closure. Additionally, Business Transition is how you ensure that benefits delivered are real, performance can be guaranteed and the outcomes sustained.


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