Other factors worth considering prior to the transition

• Experience shows that some transitions have been spoiled by unexpected problems related to the use of new facilities. Typically, this happens most frequently when new facilities are required close to the client’s existing facilities. In such circumstances it is natural for the client’s management to accept responsibility for finding these additional premises. However, management who are not experienced with the problems of finding and furnishing premises have often underestimated the time taken to complete such tasks. It would be unrealistic to try to allow for all eventualities and it will be clearly beneficial to both parties to complete the transition as quickly as possible. Nevertheless, both organizations would be wise to use the period just before the transition to make doubly sure that the timing agreed upon for all key issues is actually achievable.

• Many clients see advantages if the end of the transition coincides with the accounting year end. Most service providers will try to abide by this wish if at all possible. However, the transition period already contains many risks for both parties, so care should be taken to understand all the ramifications of this or other ’nice to have’ additions to the overall project.

• During the first few weeks of the transition both the retained staff and those being transferred will be working at a much more intense level than in the past, as they get to grips with problems relating to both the ongoing service and the new developments. Extra pressure and the need to bring about change usually increases tension between staff members during conventional internal projects. In an outsourcing arrangement, the added complication of one group of employees transferring to another employer is almost bound to add to the tension. In the circumstances both parties will do well to prepare all concerned for the problems that are likely to occur along the way and any client that assumes that it can safely leave these problems to the provider under the terms of the contract is asking for trouble. If the transition is not completed successfully a good proportion of the problems resulting will remain with the client’s retained staff.