Beyond the Playbook: A Practical Transition Manager’s Guide to Change
Jun 17, 2025Authored By Puneet Mittal
When we talk about change and transition management, most people think of certified frameworks, dashboards, or playbooks.
In reality, most transitions don’t follow a script. They evolve — in real time, with real people, under real constraints.
As someone who’s spent nearly two decades leading transitions in the banking and financial industry, I’ve learned that success rarely comes from following a perfect plan. It comes from being deeply aware of what’s happening on the ground — and responding with intent.
I’m not a certified change manager. I don’t carry a toolkit of trademarked models. However, I’ve successfully delivered complex transitions in high-stakes, back-office operations by adhering to one key principle: continuous feedback.
Observe → Listen → Absorb → Adapt → Repeat
This is more than a mindset. It’s a method — one that has helped me drive sustainable change across organizations, geographies, and expectations.
Let me share what’s worked, what hasn’t, and what I believe more transition leaders should embrace.
Start With “What’s Really Changing”
Too often, everyone in a transition project has a different idea of what “change” means. Systems? Vendors? Teams? Processes? Locations? If this alignment is missing, things derail early.
What I do: I start by spelling out what exactly is changing, and for whom, using plain language, not jargon. This simple alignment avoids months of rework later.
Map the “As-Is” — Beyond Processes
Process maps tell you one story. But the ground reality includes people’s workarounds, emotional dependencies, unwritten ownership, and invisible effort.
What I do: I sit with the doers. I observe without judgment. I document what’s happening, not just what’s been reported. This is where true insight lives.
Build Credibility Before Pushing Change
People don’t open up just because you’re a transition lead. Trust is built through consistency, follow-ups, and genuine respect for how things were done.
What I do: I earn credibility by delivering on small asks, respecting legacy systems (and people), and listening more than I speak in the early days.
Don’t Fight Resistance — Read It
Resistance isn’t always visible or verbal. It’s often in the silence, the delay, the missed deadline, the half-hearted meeting.
What I do: I treat resistance as feedback. Instead of labeling people “resistant,” I ask — what am I missing? Where have I not explained the why or involved the right voices?
🛠 Co-Create, Don’t Just Cascade
Top-down plans are efficient. But co-created plans are effective. When teams are involved in shaping the transition roadmap, execution accelerates because ownership increases.
What I do: I involve the delivery teams, client counterparts, and even support functions. Their input doesn’t just inform the plan — it drives it.
Flex the Plan — Don’t Force It
No matter how robust the project plan, reality always pushes back — resource gaps, unplanned exits, scope changes.
What I do: I treat plans as drafts. I revisit them often and prioritize tasks based on real-time feedback, rather than rigid milestones.
Make Success Visible
Progress isn’t just KPIs and dashboard updates. Teams need to feel that the change is working.
What I do: I highlight small wins. Share stories in town halls. Recognize the effort that isn’t on the slide deck. This keeps people invested.
End Strong — Build Ownership, Not Just Closure
Closure isn’t just about sign-offs. It’s about ensuring that the team taking over says, “We’ve got this.” That’s when I know a transition has truly succeeded.
What I do: I stay through the shadow period. I keep communication open. I ensure every owner has confidence, not just a checklist.
Conclusion
Change management isn’t about frameworks alone. It’s about sensing shifts, seeing gaps, and serving people through uncertainty.
If you’re a new transition lead, don’t worry about being certified. Build your listening muscle. Use feedback as your compass. And always, always stay close to the ground.
That’s where real change happens.
Contributor Bio
Puneet is a global transition leader and operations strategist with over 17 years of experience in the banking and capital markets industry, known for turning ambiguity into action. He has led high-stakes, cross-border transitions for investment and commercial banks, utilizing observation and real-time feedback instead of rigid frameworks to deliver results. With a background built on listening, adaptation, and execution, Puneet thrives on translating frontline complexity into sustainable change. Off the clock, he decodes systems for fun and believes even the best workflows can start on a napkin.
Connect on LinkedIn: Puneet Mittal
