Why this becomes a problem
A handover can look complete on a project plan while important operating conditions remain unresolved. Accountability may still sit with the programme. Governance forums may be temporary. Operational teams may have documentation but not sufficient authority, capacity or capability. Measures may exist without enduring ownership. When those conditions remain hidden, the organisation can inherit the solution without inheriting the conditions needed to sustain the intended value.
01
When Operational Readiness is the right fit
Operational Readiness is designed for a defined programme-to-operations transition where the central executive question is whether the receiving organisation can responsibly inherit, operate, govern and sustain the transformation.
It is most relevant when a material transformation is approaching go-live, programme close, hypercare exit or transfer into business-as-usual; the intended outcomes and receiving organisation can be identified; and there is proportionate access to operational owners, decision-makers and readiness evidence.
02
What DAA does
DAA frames what the business is expected to inherit across outcome, ownership, process, people, behaviour, measurement, governance and value. We then assess the receiving organisation against the material readiness conditions, distinguish evidence from assumption and uncertainty, and produce an executive view of readiness, conditions and decisions required.
The purpose is not to create another generic checklist. It is to establish whether the receiving organisation is ready, ready with conditions, not ready, or whether the evidence is insufficient for a responsible decision.
03
What the client gets
- Executive Operational Readiness Assessment
- a concise evidence-based view of readiness, material conditions, confidence, principal risks and decisions required.
- Value Handover Map
- a practical view of what must transfer across process, behaviour, measurement, governance, ownership and value, with identifiable receiving ownership.
- Readiness Condition & Action Register
- the material conditions, evidence, consequence, ownership, dependencies and actions that require management.
- Executive Readiness Decision Record
- the supported decision position, accepted conditions, residual risk, accountable decision authority and agreed next step.
01
Who is typically involved
The capability mix can include Digital Adoption and behaviour, process and operational excellence, operating model and governance, value and performance management, analytics and evidence, people and organisational effectiveness, and product or platform ownership where relevant.
Named practitioner assignment, availability, conflicts and independent QA remain engagement-specific and must not be inferred from this page.
02
Related routes
Intelligent Change Transition may be the better fit when the dominant question is whether critical behaviours will persist after programme withdrawal.
Value Evidence & Governance Handover may be the better fit when the principal gap is transfer of value evidence, measurement, ownership and governance.
Value Optimisation Review is the broader route when the question expands beyond a defined handover into enterprise-wide value diagnosis and prioritisation.