Will the transition process be a joint exercise with the successful partner?  Is the process sufficiently resourced? Are the communication plans fully synchronised? Have all sides agreed the expected level of performance during the transition phase? Is there a risk management process in place for this phase? Does it include disaster recovery and media management? Has the authority invested in the skills of the new client team?  Are team members being managed to ensure the right behaviours are in place from the outset?

After the celebrations are over, the work of turning a contract into a partnership begins.  Be careful not to slide into a negative and adversarial mindset. One of the most common mistakes is failing to pay enough attention to the transition phase – the time after the change process has begun but before the benefits of transformation can be seen. However, this is the time when risk materialises and most problems occur. It is at this stage that the platform is built for the future success of the partnership.

Whether seeking assurance around project/programme management arrangements / plans, or governance structures/processes or the overall progress of transition, EightyTwenty can help. The behaviours displayed now will leave a lasting legacy in the shape of staff motivation and the culture of collaboration.


Next stage: Transform