How we work

Helping strategic IT transitions succeed — beyond checklists and firefighting.

Seeing What’s at Stake

In a strategic IT project, go-live is not just a technical milestone. It's a moment of truth for your operation, your people — and your strategy. We help you protect all three.

Our role is often unknown in smaller markets. But in large, mature organisations, Transition Management is recognised as a distinct function. Still, even in these settings, you may need someone who sees what you see — someone who speaks the executive language of strategy, risk, and readiness, not just Gantt charts.

What is the difference? [Table of how a cutover is run traditionally vs. us]

Focus on the exec feeling. In control before the go live.

[ "Before & After" Cutover Table: Contrast traditional vs best-practice project outcomes. ]

Questions Worth Asking

If you're the executive accountable for a strategic IT project, consider:

• Could we have a “smooth” go-live — and still fail?
• Are we spending too much energy managing fear and doubt?
• Are we risking a rushed go/no-go decision?
• Is the team already too stretched to handle a chaotic cutover?
• Do we have the right in-house profile — someone who sees it like I do?
• Will bringing in external help cause more friction — or bring alignment?
•  Are we confusing “technical readiness” with “business readiness”?

Why the Role Is Rare — But Crucial

In many settings, cutover falls to IT or the project manager. Sometimes a "cutover manager" handles technical activities; sometimes a "transition manager" deals with business readiness. But often, no one owns the whole picture.

Without the right mandate, personality, or position in the power structure, critical issues go unvoiced until it’s too late.

Our Best Practice Approach

Practical. Modular. Human.

Phronesis (Practical Wisdom)

We apply experienced judgment — not just methods. We look ahead, think creatively, and translate executive intent into operational action.

Power Dynamics

We cut across silos and hierarchies to align technical readiness with business reality. That’s only possible when the executive mandate is clear.

Proactive Risk Elimination

Where others hope for the best, we prepare for the worst. We modularise our approach to match your project’s complexity — and to prevent small risks from derailing the big picture.

What This Delivers

• Time: Missed alignment costs time. We protect momentum by ensuring the business side is truly ready.
• Resources: Burnout and pushback are predictable — if you don’t plan for them. We reduce the load, not increase it.
• Benefits: Strategic value often goes unrealised due to weak follow-through. We link go-live execution to strategic outcomes.

Common Myths We Defuse

• “Everyone should just stick to their role.” (Silo thinking)
• “We'll fix it at go-live.” (Too late)
• “Lower ambition = safer outcome.” (Often leads to higher risk)
• “Let’s protect the team by avoiding discomfort.” (Resentment builds)
• “This is a development project.” (It’s often about business understanding, not coding)
• We’re among the few who only get pushback in 10% of meetings — not 50%. That’s because we know when to step in, and when to hold space.

Improving Best Practice

Not just delivering — evolving the craft.

We continually refine our approach by learning from:

• First-hand experience across sectors and systems
• Insight into what kind of personalities succeed
• Emerging research and proven thinking (e.g. Bent Flyvbjerg)

We’re not just executing projects — we’re developing the future of this discipline.