When a client moves from one provider to another there is a significant moment of risk. Both for the client and the new provider. You can’t screw up the blocking and tackling during this phase or the entire account will be setup and serviced wrong.
But to do Transition right you have to have engagement. Not just from the client, not just from the Transition Manager – but from the entire team. A transition that doesn’t bring the team to the table and have them moving forward will be a failure. In fact, I would argue that a failure to engage the execution teams indicates issues more significant than just a rough patch.
Bottlenecks in the manufacturing arena implies that you have a limitation in your process that will prevent you from going beyond that point. A failure to engage during Transition also indicates a bottleneck in the execution phase.
A cardinal sin when trying to improve processes is not addressing bottlenecks first. They became what they are for a reason usually – namely they are difficult to deal with. No one wants to take them on because it is difficult. But our job as good managers is to manage the difficult tasks and not back off.
Be successful and deal with the difficult.